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| Criterion |  Agile Example Mapping |  Facilitation Dot Estimation |  Agile Planning Poker |  Agile Ideal Days |
|---|---|---|---|---|
Purposedifferent | When a story carries business rules and exceptions, it brings clarity before implementation. It makes examples, open questions, and boundaries visible enough that the logic becomes jointly sound. | 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 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 30-60 min | 5-20 min | 2-5 min je Item | 15-60 min |
Participantsdifferent | 3-7 | 3-20 | 3-9 | 2-9 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Example Map, Acceptance Criteria, Open Questions | Effort Heatmap, Risk Signals, Discussion Targets | Relative Estimates, Assumption Notes, Split Candidates | Ideal Day Estimates, Assumption Notes, Capacity Caveats |
Tagsno overlap | Behavior-Driven DevelopmentRequirementsExamplesRefinement | EstimationEffortRisk | EstimationAgileRelative sizingTeam | EstimationEffortAgile |