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| Criterion |  Agile Ideal Days |  Engineering Kanban |  Agile NoEstimates |  Product Discovery Dual-Track Agile |
|---|---|---|---|---|
Purposedifferent | 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 work sits in too many parallel streams, throughput suffers and no one sees the bottlenecks. Kanban makes the flow of work visible and limits overload so a system becomes calmer and more predictable. | 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 uncertainty and delivery run in parallel, it separates learning work from implementation while keeping both connected. It prevents unvalidated ideas from falling directly into the delivery stream. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 15-60 min | Ongoing | laufend | Laufend, Wochen bis Monate |
Participantsdifferent | 2-9 | 2-12 | 2-12 | 4-10 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Kanban board, WIP policies, Flow metrics | Throughput Data, Flow Forecast, Slicing Rules | Discovery Backlog, Delivery Backlog, Experiment-Ergebnisse, Validierte Stories |
Tagsno overlap | EstimationEffortAgile | FlowVisual managementDelivery | EstimationForecastingFlow | AgileDiscoveryDelivery |