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| Criterion |  Operations Change Analysis |  Agile Ideal Days |  Agile Planning Poker |
|---|---|---|---|
Purposedifferent | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | 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. | 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 | Medium | Low | Low |
Timedifferent | 45-120 min | 15-60 min | 2-5 min je Item |
Participantsdifferent | 2-6 | 2-9 | 3-9 |
Formatsame | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Relative Estimates, Assumption Notes, Split Candidates |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | EstimationEffortAgile | EstimationAgileRelative sizingTeam |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
