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| Criterion |  Agile NoEstimates |  Operations Change Analysis |  Systems Thinking Current Reality Tree |  Operations Bottleneck 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 deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. | 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 | laufend | 45-120 min | 2-6 h | 1-3 h |
Participantsdifferent | 2-12 | 2-6 | 3-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Throughput Data, Flow Forecast, Slicing Rules | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Current Reality Tree, Core Problems, Intervention Ideas | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures |
Tagsno overlap | EstimationForecastingFlow | ChangeRoot causeTroubleshootingComparison | Systems thinkingRoot causeConstraintsCausality | FlowMeasurementConstraints |