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| Criterion |  Operations Theory of Constraints |  Agile Story Points |  Agile Ideal Days |  Operations Bottleneck Analysis |
|---|---|---|---|---|
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. | When effort needs to be thought of as real working time, it offers a simple common denominator for comparison. It sorts work by value, risk, and delivery ability. The result is captured as Ideal Day Estimates, Assumption Notes, and Capacity Caveats. | 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. |
Complexitydifferent | High | Medium | Low | Medium |
Timedifferent | 2-4 h Analyse, laufend | laufend, 1-5 min je Item | 15-60 min | 1-3 h |
Participantsdifferent | 3-12 | 3-9 | 2-9 | 3-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Constraint Map, Improvement Plan, Flow Metrics | Point Estimates, Reference Stories, Velocity Data | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures |
Tagsno overlap | OperationsConstraintsFlowImprovement | EstimationAgileMeasurement | EstimationEffortAgile | FlowMeasurementConstraints |