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| Criterion |  Operations Bottleneck Analysis |  Decision Making Constraint Analysis |  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. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | 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 | 30-90 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 | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Point Estimates, Reference Stories, Velocity Data |
Tagsno overlap | FlowMeasurementConstraints | ConstraintsDecisionPlanningOptions | EstimationEffortAgile | EstimationAgileMeasurement |