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| Criterion |  Delivery Value Stream Mapping |  Decision Making Three-Point Estimation |  Operations Waste Analysis |  Decision Making PERT Estimation |
|---|---|---|---|---|
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 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. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 1-3 h | 10-30 min je Item | 45-120 min | 15-45 min |
Participantsdifferent | 4-10 | 1-8 | 2-8 | 1-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Three-Point Estimate, Risk Range, Assumption Notes | Waste Map, Prioritized Waste, Improvement Backlog | PERT Estimate, Expected Value, Risk Notes |
Tagsno overlap | LeanFlowWasteDelivery | EstimationUncertaintyForecasting | WasteLeanProcess improvement | EstimationUncertaintyRisk |