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| Criterion |  Agile Planning Poker |  Agile Affinity Estimation |  Operations Root Cause Analysis |  Operations 5 Whys |
|---|---|---|---|---|
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. | 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. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 2-5 min je Item | 30-90 min | 1-4 h | 15-30 min |
Participantsdifferent | 3-9 | 3-12 | 3-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Relative Estimates, Assumption Notes, Split Candidates | Affinity Size Map, Grouped Estimates, Unclear Items | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | Root cause notes, Countermeasures |
Tagsno overlap | EstimationAgileRelative sizingTeam | EstimationBacklogRelative sizing | Root causeProblem solvingQualityIncident | Root causeIncidentLeanProblem solving |