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| Criterion |  Decision Making Three-Point Estimation |  Operations Waste Analysis |  Decision Making PERT Estimation |  Decision Making Wideband Delphi |
|---|---|---|---|---|
Purposedifferent | A single estimate for effort, time, or risk often looks too smooth for the real uncertainty behind it. It separates options, evaluation criteria, and open risks. The result is captured as a Three-Point Estimate, Risk Range, and Assumption Notes. | For a process that keeps people busy but creates little value, the method exposes waste. It directs attention to unnecessary movement, waiting times, rework, and overdelivery. | On complex initiatives, a plain average tends to understate just how uncertain the outcome really is. It separates options, evaluation criteria, and open risks. The result is captured as a PERT Estimate, Expected Value, and Risk Notes. | A single opinion rarely holds up for planning when the future is genuinely uncertain. It separates options, evaluation criteria, and open risks. The result is captured as an Estimate Range, Assumption Log, and Expert Consensus Notes. |
Complexitydifferent | Medium | Low | Medium | High |
Timedifferent | 10-30 min je Item | 45-120 min | 15-45 min | 1-4 h or multiple rounds |
Participantsdifferent | 1-8 | 2-8 | 1-8 | 4-12 Experten |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Three-Point Estimate, Risk Range, Assumption Notes | Waste Map, Prioritized Waste, Improvement Backlog | PERT Estimate, Expected Value, Risk Notes | Estimate Range, Assumption Log, Expert Consensus Notes |
Tagsno overlap | EstimationUncertaintyForecasting | WasteLeanProcess improvement | EstimationUncertaintyRisk | EstimationExpertsForecasting |