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| Criterion |  Operations Bottleneck Analysis |  Agile Story Points |  Agile Ideal Days |  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 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 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 | 15-60 min | 2-5 min je Item |
Participantsdifferent | 3-8 | 3-9 | 2-9 | 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 | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Relative Estimates, Assumption Notes, Split Candidates |
Tagsno overlap | FlowMeasurementConstraints | EstimationAgileMeasurement | EstimationEffortAgile | EstimationAgileRelative sizingTeam |