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| Criterion |  Operations Waste Analysis |  Agile Ideal Days |  Agile T-Shirt Sizing |  Delivery Value Stream Mapping |
|---|---|---|---|---|
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 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. |
Complexitydifferent | Low | Low | Low | Medium |
Timedifferent | 45-120 min | 15-60 min | 15-45 min | 1-3 h |
Participantsdifferent | 2-8 | 2-9 | 2-12 | 4-10 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Size Buckets, Rough Backlog Map, Split Candidates | Current-state map, Future-state map, Bottleneck list |
Tagsno overlap | WasteLeanProcess improvement | EstimationEffortAgile | EstimationAgileRoadmap | LeanFlowWasteDelivery |