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| Criterion |  Agile NoEstimates |  Operations Theory of Constraints |  Agile Story Points |  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 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. | 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. | 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 | High | Medium | Medium |
Timedifferent | laufend | 2-4 h Analyse, laufend | laufend, 1-5 min je Item | 1-3 h |
Participantsdifferent | 2-12 | 3-12 | 3-9 | 3-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Throughput Data, Flow Forecast, Slicing Rules | Constraint Map, Improvement Plan, Flow Metrics | Point Estimates, Reference Stories, Velocity Data | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures |
Tagsno overlap | EstimationForecastingFlow | OperationsConstraintsFlowImprovement | EstimationAgileMeasurement | FlowMeasurementConstraints |