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| Criterion |  Agile NoEstimates |  Operations PDCA Cycle |  Agile Ideal Days |  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. | For an improvement that still has to prove itself in everyday work, the method runs it through small learning loops. It connects planning, checking, and standardization into a repeatable learning mode. | 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 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 | Low | Low |
Timedifferent | laufend | 1 h bis mehrere Wochen | 15-60 min | 2-5 min je Item |
Participantsdifferent | 2-12 | 1-8 | 2-9 | 3-9 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Throughput Data, Flow Forecast, Slicing Rules | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Relative Estimates, Assumption Notes, Split Candidates |
Tagsno overlap | EstimationForecastingFlow | Continuous improvementLeanExperiments | EstimationEffortAgile | EstimationAgileRelative sizingTeam |