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| Criterion |  Operations Bottleneck Analysis |  Agile Story Points |  Agile NoEstimates |  Agile T-Shirt Sizing |
|---|---|---|---|---|
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 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. | When effort only needs to be classified roughly, it makes comparability more important than false precision. It helps sort work quickly into manageable sizes. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 1-3 h | laufend, 1-5 min je Item | laufend | 15-45 min |
Participantsdifferent | 3-8 | 3-9 | 2-12 | 2-12 |
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 | Throughput Data, Flow Forecast, Slicing Rules | Size Buckets, Rough Backlog Map, Split Candidates |
Tagsno overlap | FlowMeasurementConstraints | EstimationAgileMeasurement | EstimationForecastingFlow | EstimationAgileRoadmap |