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| Criterion |  Operations ABC Analysis |  Agile Affinity Estimation |  Operations After-Action Review |  Agile Planning Poker |
|---|---|---|---|---|
Purposedifferent | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | When many tasks need to be classified quickly, it sorts them by perceived effort and similarity. It reduces the effort of fine-grained estimation for large volumes. | 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. | When estimates within the team diverge too much, it puts differing expectations on a common test bench. It separates rough complexity from unspoken assumptions. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 30-60 min | 30-90 min | 20-45 min | 2-5 min je Item |
Participantsdifferent | 1-5 | 3-12 | 3-12 | 3-9 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | ABC Classification, Focus Rules, Control List | Affinity Size Map, Grouped Estimates, Unclear Items | Lessons learned, Action items, Event summary | Relative Estimates, Assumption Notes, Split Candidates |
Tagsno overlap | PrioritizationOperationsPortfolio | EstimationBacklogRelative sizing | LearningOperationsImprovement | EstimationAgileRelative sizingTeam |