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| Criterion |  Operations ABC Analysis |  Agile Story Points |  Operations Bottleneck Analysis |  Agile Ideal Days |
|---|---|---|---|---|
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. | When teams want to rate complexity rather than hours, it creates a shared, relative scale. It sorts work by value, risk, and delivery ability. The result is captured as Point Estimates, Reference Stories, and Velocity Data. | 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 effort needs to be thought of as real working time, it offers a simple common denominator for comparison. It sorts work by value, risk, and delivery ability. The result is captured as Ideal Day Estimates, Assumption Notes, and Capacity Caveats. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 30-60 min | laufend, 1-5 min je Item | 1-3 h | 15-60 min |
Participantsdifferent | 1-5 | 3-9 | 3-8 | 2-9 |
Formatdifferent | Async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | ABC Classification, Focus Rules, Control List | Point Estimates, Reference Stories, Velocity Data | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Ideal Day Estimates, Assumption Notes, Capacity Caveats |
Tagsno overlap | PrioritizationOperationsPortfolio | EstimationAgileMeasurement | FlowMeasurementConstraints | EstimationEffortAgile |