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| Criterion |  Agile Ideal Days |  Agile NoEstimates |  Operations Bottleneck Analysis |  Delivery Monte Carlo Forecasting |
|---|---|---|---|---|
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 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. | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. | Helps clarify scope, sequence, and delivery flow in concrete terms. It makes work, boundaries, and order steerable. The result is captured as Forecast Percentiles, Throughput Dataset, and Risk Communication. |
Complexitydifferent | Low | Medium | Medium | High |
Timedifferent | 15-60 min | laufend | 1-3 h | 30-90 min Setup, danach laufend |
Participantsdifferent | 2-9 | 2-12 | 3-8 | 1-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Throughput Data, Flow Forecast, Slicing Rules | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Forecast Percentiles, Throughput Dataset, Risk Communication |
Tagsno overlap | EstimationEffortAgile | EstimationForecastingFlow | FlowMeasurementConstraints | ForecastingFlowDelivery |