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| Criterion |  Agile Ideal Days |  Engineering Kanban |  Agile NoEstimates |  Agile Planning Poker |
|---|---|---|---|---|
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 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 | Medium | Low |
Timedifferent | 15-60 min | Ongoing | laufend | 2-5 min je Item |
Participantsdifferent | 2-9 | 2-12 | 2-12 | 3-9 |
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 | Relative Estimates, Assumption Notes, Split Candidates |
Tagsno overlap | EstimationEffortAgile | FlowVisual managementDelivery | EstimationForecastingFlow | EstimationAgileRelative sizingTeam |