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| Criterion |  Agile T-Shirt Sizing |  Operations Theory of Constraints |  Agile NoEstimates |  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. | For a system that does not get faster despite effort, the method directs attention to the bottleneck. It concentrates improvement on the point that actually limits throughput. | 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. | 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 | High | Medium | Low |
Timedifferent | 15-45 min | 2-4 h Analyse, laufend | laufend | 15-60 min |
Participantsdifferent | 2-12 | 3-12 | 2-12 | 2-9 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Size Buckets, Rough Backlog Map, Split Candidates | Constraint Map, Improvement Plan, Flow Metrics | Throughput Data, Flow Forecast, Slicing Rules | Ideal Day Estimates, Assumption Notes, Capacity Caveats |
Tagsno overlap | EstimationAgileRoadmap | OperationsConstraintsFlowImprovement | EstimationForecastingFlow | EstimationEffortAgile |