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| Criterion |  Agile Story Splitting |  Operations Bottleneck Analysis |  Delivery Value Stream Mapping |  Operations Theory of Constraints |
|---|---|---|---|---|
Purposedifferent | When a story becomes too large for a clean flow, it breaks scope down along value and risk. It shapes the work into a form that ships earlier and is easier to verify. | 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. | When delivery work dissolves into wait times, handoffs, and hidden effort, Value Stream Mapping makes the actual flow visible. The method exposes bottlenecks, idle time, and feedback loops so lead time and improvement levers become tangible. | 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. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | 30-60 min | 1-3 h | 1-3 h | 2-4 h Analyse, laufend |
Participantsdifferent | 2-6 | 3-8 | 4-10 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Smaller Stories, Acceptance Criteria, Split Rationale | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Current-state map, Future-state map, Bottleneck list | Constraint Map, Improvement Plan, Flow Metrics |
Tagsno overlap | BacklogIterationDelivery | FlowMeasurementConstraints | LeanFlowWasteDelivery | OperationsConstraintsFlowImprovement |