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| Criterion |  Operations Theory of Constraints |  Agile Story Points |  Operations Bottleneck Analysis |  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 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. | 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. | 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, 1-5 min je Item | 1-3 h | 20-45 min |
Participantsdifferent | 3-12 | 3-9 | 3-8 | 3-12 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Constraint Map, Improvement Plan, Flow Metrics | Point Estimates, Reference Stories, Velocity Data | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Lessons learned, Action items, Event summary |
Tagsno overlap | OperationsConstraintsFlowImprovement | EstimationAgileMeasurement | FlowMeasurementConstraints | LearningOperationsImprovement |