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| Criterion |  Operations Bottleneck Analysis |  Decision Making Assumption Surfacing |  Agile Ideal Days |  Agile Story Points |
|---|---|---|---|---|
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. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | 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. | 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. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 1-3 h | 45-90 min | 15-60 min | laufend, 1-5 min je Item |
Participantsdifferent | 3-8 | 2-8 | 2-9 | 3-9 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Assumption List, Critical Assumptions, Learning Plan | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Point Estimates, Reference Stories, Velocity Data |
Tagsno overlap | FlowMeasurementConstraints | AssumptionsRiskDecisionDiscovery | EstimationEffortAgile | EstimationAgileMeasurement |