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| Criterion |  Operations Bottleneck Analysis |  Decision Making Three-Point Estimation |  Agile Story Points |  Decision Making PERT Estimation |
|---|---|---|---|---|
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. | A single estimate for effort, time, or risk often looks too smooth for the real uncertainty behind it. It separates options, evaluation criteria, and open risks. The result is captured as a Three-Point Estimate, Risk Range, and Assumption Notes. | 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. | On complex initiatives, a plain average tends to understate just how uncertain the outcome really is. It separates options, evaluation criteria, and open risks. The result is captured as a PERT Estimate, Expected Value, and Risk Notes. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-3 h | 10-30 min je Item | laufend, 1-5 min je Item | 15-45 min |
Participantsdifferent | 3-8 | 1-8 | 3-9 | 1-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Three-Point Estimate, Risk Range, Assumption Notes | Point Estimates, Reference Stories, Velocity Data | PERT Estimate, Expected Value, Risk Notes |
Tagsno overlap | FlowMeasurementConstraints | EstimationUncertaintyForecasting | EstimationAgileMeasurement | EstimationUncertaintyRisk |