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| Criterion |  Operations Visual Management |  Decision Making Three-Point Estimation |  Operations Process Mapping |  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. | 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. | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | 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 | Medium | Medium | Medium |
Timedifferent | Ongoing | 10-30 min je Item | 1-3 h | 15-45 min |
Participantsdifferent | 1-20 | 1-8 | 3-10 | 1-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Three-Point Estimate, Risk Range, Assumption Notes | Process Map, Handoff List, Improvement Backlog | PERT Estimate, Expected Value, Risk Notes |
Tagsno overlap | SignalsOperationsVisual management | EstimationUncertaintyForecasting | ProcessOperationsImprovement | EstimationUncertaintyRisk |