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| Criterion |  Operations Visual Management |  Agile Ideal Days |  Agile ROAM Board |  Decision Making PERT Estimation |
|---|---|---|---|---|
Purposedifferent | With high tempo and many parallel topics, the method makes status, deviations, and priorities visible at a glance. It reduces search effort and prevents what matters from getting lost in daily work. | When effort needs to be thought of as real working time, it offers a simple common denominator for comparison. It sorts work by value, risk, and delivery ability. The result is captured as Ideal Day Estimates, Assumption Notes, and Capacity Caveats. | When work needs to move between different states or columns, it makes that movement and its handoffs legible. It sorts work by value, risk, and delivery ability. The result is captured as a ROAM Board and an Owner List. | 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 | Low | Low | Low | Medium |
Timedifferent | Ongoing | 15-60 min | 20-40 min initial, dann laufend | 15-45 min |
Participantsdifferent | 1-20 | 2-9 | 3-15 | 1-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Ideal Day Estimates, Assumption Notes, Capacity Caveats | ROAM Board, Owner List | PERT Estimate, Expected Value, Risk Notes |
Tagsno overlap | SignalsOperationsVisual management | EstimationEffortAgile | RiskAgileTrackingAlignment | EstimationUncertaintyRisk |