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| Criterion |  Operations Bottleneck Analysis |  Agile T-Shirt Sizing |  Operations After-Action Review |  Agile Ideal Days |
|---|---|---|---|---|
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 effort only needs to be classified roughly, it makes comparability more important than false precision. It helps sort work quickly into manageable sizes. | 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. | 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. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 1-3 h | 15-45 min | 20-45 min | 15-60 min |
Participantsdifferent | 3-8 | 2-12 | 3-12 | 2-9 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Size Buckets, Rough Backlog Map, Split Candidates | Lessons learned, Action items, Event summary | Ideal Day Estimates, Assumption Notes, Capacity Caveats |
Tagsno overlap | FlowMeasurementConstraints | EstimationAgileRoadmap | LearningOperationsImprovement | EstimationEffortAgile |