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| Criterion |  Agile NoEstimates |  Product Discovery Dual-Track Agile |  Agile Planning Poker |  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. | 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. | 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 | Low |
Timedifferent | laufend | Laufend, Wochen bis Monate | 2-5 min je Item | 15-60 min |
Participantsdifferent | 2-12 | 4-10 | 3-9 | 2-9 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Throughput Data, Flow Forecast, Slicing Rules | Discovery Backlog, Delivery Backlog, Experiment-Ergebnisse, Validierte Stories | Relative Estimates, Assumption Notes, Split Candidates | Ideal Day Estimates, Assumption Notes, Capacity Caveats |
Tagsno overlap | EstimationForecastingFlow | AgileDiscoveryDelivery | EstimationAgileRelative sizingTeam | EstimationEffortAgile |