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| Criterion |  Engineering Kanban |  Agile Ideal Days |  Product Discovery Dual-Track Agile |  Agile Planning Poker |
|---|---|---|---|---|
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 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. | 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 | Medium | Low | Medium | Low |
Timedifferent | Ongoing | 15-60 min | Laufend, Wochen bis Monate | 2-5 min je Item |
Participantsdifferent | 2-12 | 2-9 | 4-10 | 3-9 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Discovery Backlog, Delivery Backlog, Experiment-Ergebnisse, Validierte Stories | Relative Estimates, Assumption Notes, Split Candidates |
Tagsno overlap | FlowVisual managementDelivery | EstimationEffortAgile | AgileDiscoveryDelivery | EstimationAgileRelative sizingTeam |