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| Criterion |  Agile Planning Poker |  Agile Affinity Estimation |  Operations A3 Problem Solving |  Agile Ideal Days |
|---|---|---|---|---|
Purposedifferent | 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 many tasks need to be classified quickly, it sorts them by perceived effort and similarity. It reduces the effort of fine-grained estimation for large volumes. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | 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 | Low | Medium | Medium | Low |
Timedifferent | 2-5 min je Item | 30-90 min | 45-90 min | 15-60 min |
Participantsdifferent | 3-9 | 3-12 | 2-5 | 2-9 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Relative Estimates, Assumption Notes, Split Candidates | Affinity Size Map, Grouped Estimates, Unclear Items | A3 Report, Action Plan, Root Cause Analysis | Ideal Day Estimates, Assumption Notes, Capacity Caveats |
Tagsno overlap | EstimationAgileRelative sizingTeam | EstimationBacklogRelative sizing | LeanProblem solvingCoachingOperations | EstimationEffortAgile |