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| Criterion |  Agile Story Splitting |  Agile NoEstimates |  Decision Making Three-Point Estimation |  Engineering Kanban |
|---|---|---|---|---|
Purposedifferent | When a story becomes too large for a clean flow, it breaks scope down along value and risk. It shapes the work into a form that ships earlier and is easier to verify. | When estimating slows a team down more than it helps, it shifts the focus to flow, small slices, and real lead time. It sorts work by value, risk, and delivery ability. The result is captured as Throughput Data, Flow Forecast, and Slicing Rules. | A single estimate for effort, time, or risk often looks too smooth for the real uncertainty behind it. It separates options, evaluation criteria, and open risks. The result is captured as a Three-Point Estimate, Risk Range, and Assumption Notes. | When work sits in too many parallel streams, throughput suffers and no one sees the bottlenecks. Kanban makes the flow of work visible and limits overload so a system becomes calmer and more predictable. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 30-60 min | laufend | 10-30 min je Item | Ongoing |
Participantsdifferent | 2-6 | 2-12 | 1-8 | 2-12 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Smaller Stories, Acceptance Criteria, Split Rationale | Throughput Data, Flow Forecast, Slicing Rules | Three-Point Estimate, Risk Range, Assumption Notes | Kanban board, WIP policies, Flow metrics |
Tagsno overlap | BacklogIterationDelivery | EstimationForecastingFlow | EstimationUncertaintyForecasting | FlowVisual managementDelivery |