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| Criterion |  Operations ABC Analysis |  Agile NoEstimates |  Agile Story Points |  Agile Ideal Days |
|---|---|---|---|---|
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 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. | 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. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 30-60 min | laufend | laufend, 1-5 min je Item | 15-60 min |
Participantsdifferent | 1-5 | 2-12 | 3-9 | 2-9 |
Formatdifferent | Async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | ABC Classification, Focus Rules, Control List | Throughput Data, Flow Forecast, Slicing Rules | Point Estimates, Reference Stories, Velocity Data | Ideal Day Estimates, Assumption Notes, Capacity Caveats |
Tagsno overlap | PrioritizationOperationsPortfolio | EstimationForecastingFlow | EstimationAgileMeasurement | EstimationEffortAgile |