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| Criterion |  Operations Bottleneck Analysis |  Agile NoEstimates |  Operations After-Action Review |  Operations Theory of Constraints |
|---|---|---|---|---|
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 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. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | For a system that does not get faster despite effort, the method directs attention to the bottleneck. It concentrates improvement on the point that actually limits throughput. |
Complexitydifferent | Medium | Medium | Low | High |
Timedifferent | 1-3 h | laufend | 20-45 min | 2-4 h Analyse, laufend |
Participantsdifferent | 3-8 | 2-12 | 3-12 | 3-12 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Throughput Data, Flow Forecast, Slicing Rules | Lessons learned, Action items, Event summary | Constraint Map, Improvement Plan, Flow Metrics |
Tagsno overlap | FlowMeasurementConstraints | EstimationForecastingFlow | LearningOperationsImprovement | OperationsConstraintsFlowImprovement |