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| Criterion |  Operations Bottleneck Analysis |  Agile Story Points |  Decision Making Constraint Analysis |  Agile Planning Poker |
|---|---|---|---|---|
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. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | When estimates within the team diverge too much, it puts differing expectations on a common test bench. It separates rough complexity from unspoken assumptions. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 1-3 h | laufend, 1-5 min je Item | 30-90 min | 2-5 min je Item |
Participantsdifferent | 3-8 | 3-9 | 2-8 | 3-9 |
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 | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Relative Estimates, Assumption Notes, Split Candidates |
Tagsno overlap | FlowMeasurementConstraints | EstimationAgileMeasurement | ConstraintsDecisionPlanningOptions | EstimationAgileRelative sizingTeam |