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| Criterion |  Operations Visual Management |  Decision Making Three-Point Estimation |  Operations Theory of Constraints |  Agile NoEstimates |
|---|---|---|---|---|
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. | For a system that does not get faster despite effort, the method directs attention to the bottleneck. It concentrates improvement on the point that actually limits throughput. | When estimating slows a team down more than it helps, it shifts the focus to flow, small slices, and real lead time. It sorts work by value, risk, and delivery ability. The result is captured as Throughput Data, Flow Forecast, and Slicing Rules. |
Complexitydifferent | Low | Medium | High | Medium |
Timedifferent | Ongoing | 10-30 min je Item | 2-4 h Analyse, laufend | laufend |
Participantsdifferent | 1-20 | 1-8 | 3-12 | 2-12 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Three-Point Estimate, Risk Range, Assumption Notes | Constraint Map, Improvement Plan, Flow Metrics | Throughput Data, Flow Forecast, Slicing Rules |
Tagsno overlap | SignalsOperationsVisual management | EstimationUncertaintyForecasting | OperationsConstraintsFlowImprovement | EstimationForecastingFlow |