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| Criterion |  Operations Waste Analysis |  Agile NoEstimates |  Facilitation Dot Estimation |  Decision Making PERT Estimation |
|---|---|---|---|---|
Purposedifferent | For a process that keeps people busy but creates little value, the method exposes waste. It directs attention to unnecessary movement, waiting times, rework, and overdelivery. | 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. | When size or effort can only be estimated roughly, Dot Estimation condenses the group's experience into a quick range. It turns individual contributions into a visible selection. The result is captured as an Effort Heatmap, Risk Signals, and Discussion Targets. | 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 | Low | Medium |
Timedifferent | 45-120 min | laufend | 5-20 min | 15-45 min |
Participantsdifferent | 2-8 | 2-12 | 3-20 | 1-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Throughput Data, Flow Forecast, Slicing Rules | Effort Heatmap, Risk Signals, Discussion Targets | PERT Estimate, Expected Value, Risk Notes |
Tagsno overlap | WasteLeanProcess improvement | EstimationForecastingFlow | EstimationEffortRisk | EstimationUncertaintyRisk |