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| Criterion |  Engineering Kanban |  Agile Story Splitting |  Operations Theory of Constraints |  Operations Bottleneck Analysis |
|---|---|---|---|---|
Purposedifferent | When work sits in too many parallel streams, throughput suffers and no one sees the bottlenecks. Kanban makes the flow of work visible and limits overload so a system becomes calmer and more predictable. | When a story becomes too large for a clean flow, it breaks scope down along value and risk. It shapes the work into a form that ships earlier and is easier to verify. | 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. | 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. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | Ongoing | 30-60 min | 2-4 h Analyse, laufend | 1-3 h |
Participantsdifferent | 2-12 | 2-6 | 3-12 | 3-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Smaller Stories, Acceptance Criteria, Split Rationale | Constraint Map, Improvement Plan, Flow Metrics | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures |
Tagsno overlap | FlowVisual managementDelivery | BacklogIterationDelivery | OperationsConstraintsFlowImprovement | FlowMeasurementConstraints |