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| Criterion |  Agile NoEstimates |  Operations Failure Mode and Effects Analysis |  Agile Ideal Days |  Operations 8D Problem Solving |
|---|---|---|---|---|
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 process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. | 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. | For an acute quality or delivery problem, the method structures immediate protection and root cause work together. It keeps the situation stable while the actual cause is investigated cleanly. |
Complexitydifferent | Medium | High | Low | High |
Timedifferent | laufend | 2-6 h | 15-60 min | 1-6 Wochen |
Participantsdifferent | 2-12 | 3-10 | 2-9 | 4-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Throughput Data, Flow Forecast, Slicing Rules | FMEA Table, Risk Priority, Mitigation Actions | Ideal Day Estimates, Assumption Notes, Capacity Caveats | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan |
Tagsno overlap | EstimationForecastingFlow | RiskQualityOperationsRoot cause | EstimationEffortAgile | QualityProblem solvingRoot cause |