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| Criterion |  Operations Waste Analysis |  Agile Affinity Estimation |  Decision Making PERT Estimation |  Agile Planning Poker |
|---|---|---|---|---|
Purposedifferent | For a process that keeps people busy but creates little value, the method exposes waste. It directs attention to unnecessary movement, waiting times, rework, and overdelivery. | 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. | On complex initiatives, a plain average tends to understate just how uncertain the outcome really is. It separates options, evaluation criteria, and open risks. The result is captured as a PERT Estimate, Expected Value, and Risk Notes. | When estimates within the team diverge too much, it puts differing expectations on a common test bench. It separates rough complexity from unspoken assumptions. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 45-120 min | 30-90 min | 15-45 min | 2-5 min je Item |
Participantsdifferent | 2-8 | 3-12 | 1-8 | 3-9 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Affinity Size Map, Grouped Estimates, Unclear Items | PERT Estimate, Expected Value, Risk Notes | Relative Estimates, Assumption Notes, Split Candidates |
Tagsno overlap | WasteLeanProcess improvement | EstimationBacklogRelative sizing | EstimationUncertaintyRisk | EstimationAgileRelative sizingTeam |