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| Criterion |  Agile NoEstimates |  Agile Ideal Days |  Operations Bottleneck Analysis |  Agile Planning Poker |
|---|---|---|---|---|
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 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 a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. | When estimates within the team diverge too much, it puts differing expectations on a common test bench. It separates rough complexity from unspoken assumptions. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | laufend | 15-60 min | 1-3 h | 2-5 min je Item |
Participantsdifferent | 2-12 | 2-9 | 3-8 | 3-9 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Throughput Data, Flow Forecast, Slicing Rules | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Relative Estimates, Assumption Notes, Split Candidates |
Tagsno overlap | EstimationForecastingFlow | EstimationEffortAgile | FlowMeasurementConstraints | EstimationAgileRelative sizingTeam |