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| Criterion |  Operations Waste Analysis |  Decision Making Three-Point Estimation |  Agile Bucket System |  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. | 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. | When a large batch of work needs a fast, rough estimate, it sorts items into predefined size buckets. It sorts work by value, risk, and delivery ability. The result is captured as a Bucketed Backlog, Relative Estimates, and Split Candidates. | 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 | 45-120 min | 10-30 min je Item | 30-90 min | 15-45 min |
Participantsdifferent | 2-8 | 1-8 | 3-12 | 1-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Three-Point Estimate, Risk Range, Assumption Notes | Bucketed Backlog, Relative Estimates, Split Candidates | PERT Estimate, Expected Value, Risk Notes |
Tagsno overlap | WasteLeanProcess improvement | EstimationUncertaintyForecasting | EstimationBacklogRelative sizing | EstimationUncertaintyRisk |