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| Criterion |  Facilitation Dot Estimation |  Agile Specification by Example |  Agile Planning Poker |  Agile Ideal Days |
|---|---|---|---|---|
Purposedifferent | When size or effort can only be estimated roughly, Dot Estimation condenses the group's experience into a quick range. It turns individual contributions into a visible selection. The result is captured as an Effort Heatmap, Risk Signals, and Discussion Targets. | When business rules need to become precise, it ties language, example, and test together. It sorts work by value, risk, and delivery ability. The result is captured as an Example Table and Acceptance Tests. | 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 | 5-20 min | 60-90 min pro Feature | 2-5 min je Item | 15-60 min |
Participantsdifferent | 3-20 | 3-6 | 3-9 | 2-9 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Effort Heatmap, Risk Signals, Discussion Targets | Example Table, Acceptance Tests | Relative Estimates, Assumption Notes, Split Candidates | Ideal Day Estimates, Assumption Notes, Capacity Caveats |
Tagsno overlap | EstimationEffortRisk | AgileRequirementsExamplesBehavior-Driven Development | EstimationAgileRelative sizingTeam | EstimationEffortAgile |