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| Criterion |  Operations ABC Analysis |  Delivery Monte Carlo Forecasting |  Operations Bottleneck Analysis |  Agile NoEstimates |
|---|---|---|---|---|
Purposedifferent | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | Helps clarify scope, sequence, and delivery flow in concrete terms. It makes work, boundaries, and order steerable. The result is captured as Forecast Percentiles, Throughput Dataset, and Risk Communication. | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. | 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 | High | Medium | Medium |
Timedifferent | 30-60 min | 30-90 min Setup, danach laufend | 1-3 h | laufend |
Participantsdifferent | 1-5 | 1-8 | 3-8 | 2-12 |
Formatdifferent | Async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | ABC Classification, Focus Rules, Control List | Forecast Percentiles, Throughput Dataset, Risk Communication | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Throughput Data, Flow Forecast, Slicing Rules |
Tagsno overlap | PrioritizationOperationsPortfolio | ForecastingFlowDelivery | FlowMeasurementConstraints | EstimationForecastingFlow |