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| Criterion |  Agile T-Shirt Sizing |  Operations 8D Problem Solving |  Agile Ideal Days |  Operations Root Cause Analysis |
|---|---|---|---|---|
Purposedifferent | When effort only needs to be classified roughly, it makes comparability more important than false precision. It helps sort work quickly into manageable sizes. | For an acute quality or delivery problem, the method structures immediate protection and root cause work together. It keeps the situation stable while the actual cause is investigated cleanly. | 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 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. |
Complexitydifferent | Low | High | Low | Medium |
Timedifferent | 15-45 min | 1-6 Wochen | 15-60 min | 1-4 h |
Participantsdifferent | 2-12 | 4-10 | 2-9 | 3-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Size Buckets, Rough Backlog Map, Split Candidates | 8D Report, Containment Plan, Root Cause Evidence, Corrective Action Plan | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan |
Tagsno overlap | EstimationAgileRoadmap | QualityProblem solvingRoot cause | EstimationEffortAgile | Root causeProblem solvingQualityIncident |