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| Criterion |  Agile Story Points |  Agile NoEstimates |  Decision Making Three-Point Estimation |  Operations Bottleneck Analysis |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | A single estimate for effort, time, or risk often looks too smooth for the real uncertainty behind it. It separates options, evaluation criteria, and open risks. The result is captured as a Three-Point Estimate, Risk Range, and Assumption 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, 1-5 min je Item | laufend | 10-30 min je Item | 1-3 h |
Participantsdifferent | 3-9 | 2-12 | 1-8 | 3-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Point Estimates, Reference Stories, Velocity Data | Throughput Data, Flow Forecast, Slicing Rules | Three-Point Estimate, Risk Range, Assumption Notes | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures |
Tagsno overlap | EstimationAgileMeasurement | EstimationForecastingFlow | EstimationUncertaintyForecasting | FlowMeasurementConstraints |