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| Criterion |  Agile NoEstimates |  Agile Ideal Days |  Operations Root Cause Analysis |
|---|---|---|---|
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. | When a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. |
Complexitydifferent | Medium | Low | Medium |
Timedifferent | laufend | 15-60 min | 1-4 h |
Participantsdifferent | 2-12 | 2-9 | 3-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Throughput Data, Flow Forecast, Slicing Rules | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan |
Tagsno overlap | EstimationForecastingFlow | EstimationEffortAgile | Root causeProblem solvingQualityIncident |
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