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| Criterion |  Agile T-Shirt Sizing |  Operations Process Mapping |  Operations A3 Problem Solving |  Agile Ideal Days |
|---|---|---|---|---|
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. | 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. | 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. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 15-45 min | 1-3 h | 45-90 min | 15-60 min |
Participantsdifferent | 2-12 | 3-10 | 2-5 | 2-9 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Size Buckets, Rough Backlog Map, Split Candidates | Process Map, Handoff List, Improvement Backlog | A3 Report, Action Plan, Root Cause Analysis | Ideal Day Estimates, Assumption Notes, Capacity Caveats |
Tagsno overlap | EstimationAgileRoadmap | ProcessOperationsImprovement | LeanProblem solvingCoachingOperations | EstimationEffortAgile |