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| Criterion |  Operations Bottleneck Analysis |  Agile WSJF |  Operations ABC Analysis |  Operations Theory of Constraints |
|---|---|---|---|---|
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 many tasks compete for the same capacity, it orders work by economic impact. It makes time lost, benefit, and effort comparable together. | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | For a system that does not get faster despite effort, the method directs attention to the bottleneck. It concentrates improvement on the point that actually limits throughput. |
Complexitydifferent | Medium | High | Low | High |
Timedifferent | 1-3 h | 45-90 min | 30-60 min | 2-4 h Analyse, laufend |
Participantsdifferent | 3-8 | 3-10 | 1-5 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop + async |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Ranked Backlog, Cost-of-Delay Assumptions | ABC Classification, Focus Rules, Control List | Constraint Map, Improvement Plan, Flow Metrics |
Tagsno overlap | FlowMeasurementConstraints | LeanEconomicsSequencePrioritization | PrioritizationOperationsPortfolio | OperationsConstraintsFlowImprovement |