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| Criterion |  Engineering Kanban |  Agile Planning Poker |  Agile Affinity Estimation |  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 estimates within the team diverge too much, it puts differing expectations on a common test bench. It separates rough complexity from unspoken assumptions. | When many tasks need to be classified quickly, it sorts them by perceived effort and similarity. It reduces the effort of fine-grained estimation for large volumes. | 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 | Medium | Low |
Timedifferent | Ongoing | 2-5 min je Item | 30-90 min | 15-60 min |
Participantsdifferent | 2-12 | 3-9 | 3-12 | 2-9 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Relative Estimates, Assumption Notes, Split Candidates | Affinity Size Map, Grouped Estimates, Unclear Items | Ideal Day Estimates, Assumption Notes, Capacity Caveats |
Tagsno overlap | FlowVisual managementDelivery | EstimationAgileRelative sizingTeam | EstimationBacklogRelative sizing | EstimationEffortAgile |