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| Criterion |  Operations Waste Analysis |  Decision Making Three-Point Estimation |  Decision Making PERT Estimation |  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. | 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. | 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 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 | 10-30 min je Item | 15-45 min | laufend |
Participantsdifferent | 2-8 | 1-8 | 1-8 | 2-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Three-Point Estimate, Risk Range, Assumption Notes | PERT Estimate, Expected Value, Risk Notes | Throughput Data, Flow Forecast, Slicing Rules |
Tagsno overlap | WasteLeanProcess improvement | EstimationUncertaintyForecasting | EstimationUncertaintyRisk | EstimationForecastingFlow |