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| Criterion |  Operations Process Mapping |  Agile Affinity Estimation |  Agile Ideal Days |  Operations After-Action Review |
|---|---|---|---|---|
Purposedifferent | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | 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 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. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 1-3 h | 30-90 min | 15-60 min | 20-45 min |
Participantsdifferent | 3-10 | 3-12 | 2-9 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Affinity Size Map, Grouped Estimates, Unclear Items | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Lessons learned, Action items, Event summary |
Tagsno overlap | ProcessOperationsImprovement | EstimationBacklogRelative sizing | EstimationEffortAgile | LearningOperationsImprovement |