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| Criterion |  Operations Waste Analysis |  Decision Making PERT Estimation |  Engineering Kanban |  Agile NoEstimates |
|---|---|---|---|---|
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. | 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. | 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 | Medium | Medium |
Timedifferent | 45-120 min | 15-45 min | Ongoing | laufend |
Participantsdifferent | 2-8 | 1-8 | 2-12 | 2-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | PERT Estimate, Expected Value, Risk Notes | Kanban board, WIP policies, Flow metrics | Throughput Data, Flow Forecast, Slicing Rules |
Tagsno overlap | WasteLeanProcess improvement | EstimationUncertaintyRisk | FlowVisual managementDelivery | EstimationForecastingFlow |