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| Criterion |  Operations ABC Analysis |  Agile Story Points |  Delivery Monte Carlo Forecasting |  Operations Bottleneck Analysis |
|---|---|---|---|---|
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. | 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. |
Complexitydifferent | Low | Medium | High | Medium |
Timedifferent | 30-60 min | laufend, 1-5 min je Item | 30-90 min Setup, danach laufend | 1-3 h |
Participantsdifferent | 1-5 | 3-9 | 1-8 | 3-8 |
Formatdifferent | Async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | ABC Classification, Focus Rules, Control List | Point Estimates, Reference Stories, Velocity Data | Forecast Percentiles, Throughput Dataset, Risk Communication | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures |
Tagsno overlap | PrioritizationOperationsPortfolio | EstimationAgileMeasurement | ForecastingFlowDelivery | FlowMeasurementConstraints |