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| Criterion |  Facilitation Expectation Mapping |  Agile Ideal Days |  Decision Making PERT Estimation |  Agile ROAM Board |
|---|---|---|---|---|
Purposedifferent | When roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. | 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. | 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 work needs to move between different states or columns, it makes that movement and its handoffs legible. It sorts work by value, risk, and delivery ability. The result is captured as a ROAM Board and an Owner List. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | 45-90 min | 15-60 min | 15-45 min | 20-40 min initial, dann laufend |
Participantsdifferent | 3-12 | 2-9 | 1-8 | 3-15 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Expectation Map, Alignment Notes, Agreements | Ideal Day Estimates, Assumption Notes, Capacity Caveats | PERT Estimate, Expected Value, Risk Notes | ROAM Board, Owner List |
Tagsno overlap | AlignmentStakeholdersTeam | EstimationEffortAgile | EstimationUncertaintyRisk | RiskAgileTrackingAlignment |