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| Criterion |  Engineering Kanban |  Agile Ideal Days |  Agile Bucket System |  Product Discovery Dual-Track Agile |
|---|---|---|---|---|
Purposedifferent | 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 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 a large batch of work needs a fast, rough estimate, it sorts items into predefined size buckets. It sorts work by value, risk, and delivery ability. The result is captured as a Bucketed Backlog, Relative Estimates, and Split Candidates. | 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 | Medium | Low | Medium | Medium |
Timedifferent | Ongoing | 15-60 min | 30-90 min | Laufend, Wochen bis Monate |
Participantsdifferent | 2-12 | 2-9 | 3-12 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Bucketed Backlog, Relative Estimates, Split Candidates | Discovery Backlog, Delivery Backlog, Experiment-Ergebnisse, Validierte Stories |
Tagsno overlap | FlowVisual managementDelivery | EstimationEffortAgile | EstimationBacklogRelative sizing | AgileDiscoveryDelivery |