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| Criterion |  Agile Planning Poker |  Systems Thinking Leverage Points |  Agile Bucket System |  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. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | When a large batch of work needs a fast, rough estimate, it sorts items into predefined size buckets. It sorts work by value, risk, and delivery ability. The result is captured as a Bucketed Backlog, Relative Estimates, and Split Candidates. | 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 | High | Medium | Low |
Timedifferent | 2-5 min je Item | Half day | 30-90 min | 15-60 min |
Participantsdifferent | 3-9 | 3-12 | 3-12 | 2-9 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Relative Estimates, Assumption Notes, Split Candidates | Leverage Map, Action Strategy | Bucketed Backlog, Relative Estimates, Split Candidates | Ideal Day Estimates, Assumption Notes, Capacity Caveats |
Tagsno overlap | EstimationAgileRelative sizingTeam | Systems thinkingChangeStrategy | EstimationBacklogRelative sizing | EstimationEffortAgile |