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| Criterion |  Operations Bottleneck Analysis |  Engineering Kanban |  Agile Planning Poker |  Agile Affinity Estimation |
|---|---|---|---|---|
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 estimates within the team diverge too much, it puts differing expectations on a common test bench. It separates rough complexity from unspoken assumptions. | When many tasks need to be classified quickly, it sorts them by perceived effort and similarity. It reduces the effort of fine-grained estimation for large volumes. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 1-3 h | Ongoing | 2-5 min je Item | 30-90 min |
Participantsdifferent | 3-8 | 2-12 | 3-9 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Kanban board, WIP policies, Flow metrics | Relative Estimates, Assumption Notes, Split Candidates | Affinity Size Map, Grouped Estimates, Unclear Items |
Tagsno overlap | FlowMeasurementConstraints | FlowVisual managementDelivery | EstimationAgileRelative sizingTeam | EstimationBacklogRelative sizing |