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| Criterion |  Agile T-Shirt Sizing |  Operations Theory of Constraints |  Operations Bottleneck Analysis |  Agile NoEstimates |
|---|---|---|---|---|
Purposedifferent | 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. | 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 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 | Low | High | Medium | Medium |
Timedifferent | 15-45 min | 2-4 h Analyse, laufend | 1-3 h | laufend |
Participantsdifferent | 2-12 | 3-12 | 3-8 | 2-12 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Size Buckets, Rough Backlog Map, Split Candidates | Constraint Map, Improvement Plan, Flow Metrics | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Throughput Data, Flow Forecast, Slicing Rules |
Tagsno overlap | EstimationAgileRoadmap | OperationsConstraintsFlowImprovement | FlowMeasurementConstraints | EstimationForecastingFlow |