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| Criterion |  Operations Visual Management |  Agile Affinity Estimation |  Agile Planning Poker |  Agile Ideal Days |
|---|---|---|---|---|
Purposedifferent | With high tempo and many parallel topics, the method makes status, deviations, and priorities visible at a glance. It reduces search effort and prevents what matters from getting lost in daily work. | When many tasks need to be classified quickly, it sorts them by perceived effort and similarity. It reduces the effort of fine-grained estimation for large volumes. | When estimates within the team diverge too much, it puts differing expectations on a common test bench. It separates rough complexity from unspoken assumptions. | 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 | Low | Low |
Timedifferent | Ongoing | 30-90 min | 2-5 min je Item | 15-60 min |
Participantsdifferent | 1-20 | 3-12 | 3-9 | 2-9 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Affinity Size Map, Grouped Estimates, Unclear Items | Relative Estimates, Assumption Notes, Split Candidates | Ideal Day Estimates, Assumption Notes, Capacity Caveats |
Tagsno overlap | SignalsOperationsVisual management | EstimationBacklogRelative sizing | EstimationAgileRelative sizingTeam | EstimationEffortAgile |