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| Criterion |  Agile Story Points |  Operations Root Cause Analysis |  Agile Ideal Days |
|---|---|---|---|
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. | 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. | 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 | Medium | Medium | Low |
Timedifferent | laufend, 1-5 min je Item | 1-4 h | 15-60 min |
Participantsdifferent | 3-9 | 3-8 | 2-9 |
Formatsame | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Point Estimates, Reference Stories, Velocity Data | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | Ideal Day Estimates, Assumption Notes, Capacity Caveats |
Tagsno overlap | EstimationAgileMeasurement | Root causeProblem solvingQualityIncident | EstimationEffortAgile |
Often compared together
Methods with strong topical overlap with the current selection, not yet in the comparison.
