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| Criterion |  Operations Visual Management |  Decision Making PERT Estimation |  Decision Making Risk Matrix |  Delivery Cost of Delay |
|---|---|---|---|---|
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. | 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 a project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. | Helps clarify scope, order, and delivery flow in concrete terms. It makes work, constraints, and sequence manageable. The result is captured as a Cost of Delay table and prioritization sequence. |
Complexitydifferent | Low | Medium | Low | High |
Timedifferent | Ongoing | 15-45 min | 30-60 min | 90-180 min |
Participantsdifferent | 1-20 | 1-8 | 3-10 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | PERT Estimate, Expected Value, Risk Notes | Risk Matrix, Top Risk List | CoD Table, Prioritization Sequence |
Tagsno overlap | SignalsOperationsVisual management | EstimationUncertaintyRisk | RiskDecisionPrioritizationAssessment | PrioritizationDeliveryEconomicsDecision |