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| Criterion |  Operations Theory of Constraints |  Agile NoEstimates |  Agile Story Points |  Operations After-Action Review |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. |
Complexitydifferent | High | Medium | Medium | Low |
Timedifferent | 2-4 h Analyse, laufend | laufend | laufend, 1-5 min je Item | 20-45 min |
Participantsdifferent | 3-12 | 2-12 | 3-9 | 3-12 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Constraint Map, Improvement Plan, Flow Metrics | Throughput Data, Flow Forecast, Slicing Rules | Point Estimates, Reference Stories, Velocity Data | Lessons learned, Action items, Event summary |
Tagsno overlap | OperationsConstraintsFlowImprovement | EstimationForecastingFlow | EstimationAgileMeasurement | LearningOperationsImprovement |