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| Criterion |  Agile Story Points |  Agile T-Shirt Sizing |  Operations Theory of Constraints |  Agile NoEstimates |
|---|---|---|---|---|
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 effort only needs to be classified roughly, it makes comparability more important than false precision. It helps sort work quickly into manageable sizes. | 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 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. |
Complexitydifferent | Medium | Low | High | Medium |
Timedifferent | laufend, 1-5 min je Item | 15-45 min | 2-4 h Analyse, laufend | laufend |
Participantsdifferent | 3-9 | 2-12 | 3-12 | 2-12 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Point Estimates, Reference Stories, Velocity Data | Size Buckets, Rough Backlog Map, Split Candidates | Constraint Map, Improvement Plan, Flow Metrics | Throughput Data, Flow Forecast, Slicing Rules |
Tagsno overlap | EstimationAgileMeasurement | EstimationAgileRoadmap | OperationsConstraintsFlowImprovement | EstimationForecastingFlow |