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| Criterion |  Engineering Kanban |  Agile NoEstimates |  Agile Story Points |  Agile Ideal Days |
|---|---|---|---|---|
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 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 teams want to rate complexity rather than hours, it creates a shared, relative scale. It sorts work by value, risk, and delivery ability. The result is captured as Point Estimates, Reference Stories, and Velocity Data. | 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 | Medium | Medium | Low |
Timedifferent | Ongoing | laufend | laufend, 1-5 min je Item | 15-60 min |
Participantsdifferent | 2-12 | 2-12 | 3-9 | 2-9 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Throughput Data, Flow Forecast, Slicing Rules | Point Estimates, Reference Stories, Velocity Data | Ideal Day Estimates, Assumption Notes, Capacity Caveats |
Tagsno overlap | FlowVisual managementDelivery | EstimationForecastingFlow | EstimationAgileMeasurement | EstimationEffortAgile |