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| Criterion |  Agile T-Shirt Sizing |  Delivery Value Stream Mapping |  Engineering Kanban |  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. | When delivery work dissolves into wait times, handoffs, and hidden effort, Value Stream Mapping makes the actual flow visible. The method exposes bottlenecks, idle time, and feedback loops so lead time and improvement levers become tangible. | 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. | 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 | Ongoing | 15-60 min |
Participantsdifferent | 2-12 | 4-10 | 2-12 | 2-9 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Size Buckets, Rough Backlog Map, Split Candidates | Current-state map, Future-state map, Bottleneck list | Kanban board, WIP policies, Flow metrics | Ideal Day Estimates, Assumption Notes, Capacity Caveats |
Tagsno overlap | EstimationAgileRoadmap | LeanFlowWasteDelivery | FlowVisual managementDelivery | EstimationEffortAgile |