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| Criterion |  Operations Bottleneck Analysis |  Agile NoEstimates |  Operations Learning Review |  Agile 4Ls Retrospective |
|---|---|---|---|---|
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 a project phase with mixed results, the method makes learning from the individual case reusable. It connects events, decisions, and systemic conditions into robust insights. | When a sprint should not only be assessed but also learned from, it captures experience in clear learning categories. It records what worked, what's missing, and what should run differently next time. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 1-3 h | laufend | 1-3 h | 45–75 min |
Participantsdifferent | 3-8 | 2-12 | 3-10 | Team members involved |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Throughput Data, Flow Forecast, Slicing Rules | Learning Review Notes, System Factors, Improvement Actions | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | FlowMeasurementConstraints | EstimationForecastingFlow | LearningRetrospectiveIncidentOperations | RetrospectiveLearningReflectionTeam |