View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Product Discovery Jobs to Be Done |  Operations ABC Analysis |  Agile Planning Poker |  Agile Ideal Days |
|---|---|---|---|---|
Purposedifferent | When switching motives and progress are unclear, it reconstructs the situation from real customer circumstances. It shows why a switch happens and what kind of progress is being sought. | 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 estimates within the team diverge too much, it puts differing expectations on a common test bench. It separates rough complexity from unspoken assumptions. | 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 | Medium | Low | Low | Low |
Timedifferent | 1-3 Wochen | 30-60 min | 2-5 min je Item | 15-60 min |
Participantsdifferent | 5-12 Interviews | 1-5 | 3-9 | 2-9 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop + async |
Outputdifferent | Job Stories, Outcome Statements, Opportunity List | ABC Classification, Focus Rules, Control List | Relative Estimates, Assumption Notes, Split Candidates | Ideal Day Estimates, Assumption Notes, Capacity Caveats |
Tagsno overlap | CustomerOutcomesNeeds | PrioritizationOperationsPortfolio | EstimationAgileRelative sizingTeam | EstimationEffortAgile |