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| Criterion |  Agile NoEstimates |  Operations Bottleneck Analysis |  Operations Root Cause Tree Analysis |  Operations Root Cause Analysis |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | For a problem with several suspected causes, the method builds a causal structure instead of a mere list. It makes visible how causes connect and where the strongest points of leverage lie. | When a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | laufend | 1-3 h | 1-3 h | 1-4 h |
Participantsdifferent | 2-12 | 3-8 | 2-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Throughput Data, Flow Forecast, Slicing Rules | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Cause Tree, Evidence Notes, Countermeasures | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan |
Tagsno overlap | EstimationForecastingFlow | FlowMeasurementConstraints | Root causeTreeIncidentQuality | Root causeProblem solvingQualityIncident |