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| Criterion |  Operations Bottleneck Analysis |  Delivery Communication Plan |  Agile NoEstimates |  Engineering Kanban |
|---|---|---|---|---|
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. | When many people need to be informed in parallel and messages would otherwise arrive unevenly or too late, a Communication Plan orders communication reliably. Channels, audiences, and cadences interlock so important information doesn't get lost. | 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. | When work sits in too many parallel streams, throughput suffers and no one sees the bottlenecks. Kanban makes the flow of work visible and limits overload so a system becomes calmer and more predictable. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 1-3 h | 45-90 min | laufend | Ongoing |
Participantsdifferent | 3-8 | 2-6 | 2-12 | 2-12 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Communication Plan, Channel Matrix, Message Cadence | Throughput Data, Flow Forecast, Slicing Rules | Kanban board, WIP policies, Flow metrics |
Tagsno overlap | FlowMeasurementConstraints | CommunicationStakeholdersDeliveryPlanning | EstimationForecastingFlow | FlowVisual managementDelivery |