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| Criterion |  Agile NoEstimates |  Agile Story Points |  Decision Making PERT Estimation |  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. | 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. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | laufend | laufend, 1-5 min je Item | 15-45 min | 1-3 h |
Participantsdifferent | 2-12 | 3-9 | 1-8 | 3-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Throughput Data, Flow Forecast, Slicing Rules | Point Estimates, Reference Stories, Velocity Data | PERT Estimate, Expected Value, Risk Notes | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures |
Tagsno overlap | EstimationForecastingFlow | EstimationAgileMeasurement | EstimationUncertaintyRisk | FlowMeasurementConstraints |