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| Criterion |  Operations Bottleneck Analysis |  Delivery Monte Carlo Forecasting |  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. | Helps clarify scope, sequence, and delivery flow in concrete terms. It makes work, boundaries, and order steerable. The result is captured as Forecast Percentiles, Throughput Dataset, and Risk Communication. | 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 | High | Low | Medium |
Timedifferent | 1-3 h | 30-90 min Setup, danach laufend | 15-60 min | laufend, 1-5 min je Item |
Participantsdifferent | 3-8 | 1-8 | 2-9 | 3-9 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Forecast Percentiles, Throughput Dataset, Risk Communication | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Point Estimates, Reference Stories, Velocity Data |
Tagsno overlap | FlowMeasurementConstraints | ForecastingFlowDelivery | EstimationEffortAgile | EstimationAgileMeasurement |