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| Criterion |  Systems Thinking Leverage Points |  Agile Ideal Days |  Agile Planning Poker |  Agile Affinity Estimation |
|---|---|---|---|---|
Purposedifferent | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | 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 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. |
Complexitydifferent | High | Low | Low | Medium |
Timedifferent | Half day | 15-60 min | 2-5 min je Item | 30-90 min |
Participantsdifferent | 3-12 | 2-9 | 3-9 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Leverage Map, Action Strategy | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Relative Estimates, Assumption Notes, Split Candidates | Affinity Size Map, Grouped Estimates, Unclear Items |
Tagsno overlap | Systems thinkingChangeStrategy | EstimationEffortAgile | EstimationAgileRelative sizingTeam | EstimationBacklogRelative sizing |