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| Criterion |  Agile Story Points |  Operations A3 Problem Solving |  Agile Ideal Days |  Operations Gemba Walk |
|---|---|---|---|---|
Purposedifferent | When teams want to rate complexity rather than hours, it creates a shared, relative scale. It sorts work by value, risk, and delivery ability. The result is captured as Point Estimates, Reference Stories, and Velocity Data. | 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. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | laufend, 1-5 min je Item | 45-90 min | 15-60 min | 30-120 min |
Participantsdifferent | 3-9 | 2-5 | 2-9 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Point Estimates, Reference Stories, Velocity Data | A3 Report, Action Plan, Root Cause Analysis | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Observation Notes, Improvement Ideas |
Tagsno overlap | EstimationAgileMeasurement | LeanProblem solvingCoachingOperations | EstimationEffortAgile | LeanObservationProcessOperations |