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| Criterion |  Agile NoEstimates |  Operations Change Analysis |  Agile Ideal Days |
|---|---|---|---|
Purposedifferent | 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. | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | 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 | Low |
Timedifferent | laufend | 45-120 min | 15-60 min |
Participantsdifferent | 2-12 | 2-6 | 2-9 |
Formatsame | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Throughput Data, Flow Forecast, Slicing Rules | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Ideal Day Estimates, Assumption Notes, Capacity Caveats |
Tagsno overlap | EstimationForecastingFlow | ChangeRoot causeTroubleshootingComparison | EstimationEffortAgile |
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