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| Criterion |  Operations Waste Analysis |  Agile Ideal Days |  Agile T-Shirt Sizing |  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 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 | 45-120 min | 15-60 min | 15-45 min | 2-5 min je Item |
Participantsdifferent | 2-8 | 2-9 | 2-12 | 3-9 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Size Buckets, Rough Backlog Map, Split Candidates | Relative Estimates, Assumption Notes, Split Candidates |
Tagsno overlap | WasteLeanProcess improvement | EstimationEffortAgile | EstimationAgileRoadmap | EstimationAgileRelative sizingTeam |