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| Criterion |  Delivery Value Stream Mapping |  Decision Making Three-Point Estimation |  Operations A3 Problem Solving |  Agile NoEstimates |
|---|---|---|---|---|
Purposedifferent | When delivery work dissolves into wait times, handoffs, and hidden effort, Value Stream Mapping makes the actual flow visible. The method exposes bottlenecks, idle time, and feedback loops so lead time and improvement levers become tangible. | 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 complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | When estimating slows a team down more than it helps, it shifts the focus to flow, small slices, and real lead time. It sorts work by value, risk, and delivery ability. The result is captured as Throughput Data, Flow Forecast, and Slicing Rules. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-3 h | 10-30 min je Item | 45-90 min | laufend |
Participantsdifferent | 4-10 | 1-8 | 2-5 | 2-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Three-Point Estimate, Risk Range, Assumption Notes | A3 Report, Action Plan, Root Cause Analysis | Throughput Data, Flow Forecast, Slicing Rules |
Tagsno overlap | LeanFlowWasteDelivery | EstimationUncertaintyForecasting | LeanProblem solvingCoachingOperations | EstimationForecastingFlow |