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| Criterion |  Operations Bottleneck Analysis |  Operations ABC Analysis |  Agile Story Points |  Agile NoEstimates |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | 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 | Medium | Low | Medium | Medium |
Timedifferent | 1-3 h | 30-60 min | laufend, 1-5 min je Item | laufend |
Participantsdifferent | 3-8 | 1-5 | 3-9 | 2-12 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop + async |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | ABC Classification, Focus Rules, Control List | Point Estimates, Reference Stories, Velocity Data | Throughput Data, Flow Forecast, Slicing Rules |
Tagsno overlap | FlowMeasurementConstraints | PrioritizationOperationsPortfolio | EstimationAgileMeasurement | EstimationForecastingFlow |