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| Criterion |  Operations Waste Analysis |  Delivery RAID Log |  Decision Making PERT Estimation |  Decision Making Three-Point 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. | Helps clarify scope, sequence, and delivery flow in concrete terms. It makes work, boundaries, and order steerable. The result is captured as a RAID Log and a source for status reporting. | 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. | 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. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | 45-120 min | 30 min Setup, dann laufend | 15-45 min | 10-30 min je Item |
Participantsdifferent | 2-8 | 1-3 maintaining, briefing for everyone | 1-8 | 1-8 |
Formatdifferent | Workshop | Async | Workshop + async | Workshop + async |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | RAID Log, Status Report Source | PERT Estimate, Expected Value, Risk Notes | Three-Point Estimate, Risk Range, Assumption Notes |
Tagsno overlap | WasteLeanProcess improvement | RiskTrackingStakeholdersGovernance | EstimationUncertaintyRisk | EstimationUncertaintyForecasting |