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| Criterion |  Operations Visual Management |  Delivery Monte Carlo Forecasting |  Decision Making PERT Estimation |  Engineering Kanban |
|---|---|---|---|---|
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. | Helps clarify scope, sequence, and delivery flow in concrete terms. It makes work, boundaries, and order steerable. The result is captured as Forecast Percentiles, Throughput Dataset, and Risk Communication. | 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. | When work sits in too many parallel streams, throughput suffers and no one sees the bottlenecks. Kanban makes the flow of work visible and limits overload so a system becomes calmer and more predictable. |
Complexitydifferent | Low | High | Medium | Medium |
Timedifferent | Ongoing | 30-90 min Setup, danach laufend | 15-45 min | Ongoing |
Participantsdifferent | 1-20 | 1-8 | 1-8 | 2-12 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Forecast Percentiles, Throughput Dataset, Risk Communication | PERT Estimate, Expected Value, Risk Notes | Kanban board, WIP policies, Flow metrics |
Tagsno overlap | SignalsOperationsVisual management | ForecastingFlowDelivery | EstimationUncertaintyRisk | FlowVisual managementDelivery |