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| Criterion |  Operations Visual Management |  Agile Ideal Days |  Agile T-Shirt Sizing |  Agile Planning Poker |
|---|---|---|---|---|
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 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 effort only needs to be classified roughly, it makes comparability more important than false precision. It helps sort work quickly into manageable sizes. | When estimates within the team diverge too much, it puts differing expectations on a common test bench. It separates rough complexity from unspoken assumptions. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | Ongoing | 15-60 min | 15-45 min | 2-5 min je Item |
Participantsdifferent | 1-20 | 2-9 | 2-12 | 3-9 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Size Buckets, Rough Backlog Map, Split Candidates | Relative Estimates, Assumption Notes, Split Candidates |
Tagsno overlap | SignalsOperationsVisual management | EstimationEffortAgile | EstimationAgileRoadmap | EstimationAgileRelative sizingTeam |