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| Criterion |  Operations Bottleneck Analysis |  Agile Story Points |  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 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. | 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, 1-5 min je Item | 20-45 min | 2-4 h Analyse, laufend |
Participantsdifferent | 3-8 | 3-9 | 3-12 | 3-12 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Point Estimates, Reference Stories, Velocity Data | Lessons learned, Action items, Event summary | Constraint Map, Improvement Plan, Flow Metrics |
Tagsno overlap | FlowMeasurementConstraints | EstimationAgileMeasurement | LearningOperationsImprovement | OperationsConstraintsFlowImprovement |