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| Criterion |  Operations Bottleneck Analysis |  Engineering Kanban |  Agile NoEstimates |  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 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. | 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 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-3 h | Ongoing | laufend | laufend, 1-5 min je Item |
Participantsdifferent | 3-8 | 2-12 | 2-12 | 3-9 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Kanban board, WIP policies, Flow metrics | Throughput Data, Flow Forecast, Slicing Rules | Point Estimates, Reference Stories, Velocity Data |
Tagsno overlap | FlowMeasurementConstraints | FlowVisual managementDelivery | EstimationForecastingFlow | EstimationAgileMeasurement |