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| Criterion |  Facilitation Expectation Mapping |  Agile Ideal Days |  Facilitation Stakeholder Salience Model |  Agile Planning Poker |
|---|---|---|---|---|
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. | When stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. | When estimates within the team diverge too much, it puts differing expectations on a common test bench. It separates rough complexity from unspoken assumptions. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | 45-90 min | 15-60 min | 60-90 min | 2-5 min je Item |
Participantsdifferent | 3-12 | 2-9 | 3-6 | 3-9 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Expectation Map, Alignment Notes, Agreements | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Salience Diagram, Strategy per Class | Relative Estimates, Assumption Notes, Split Candidates |
Tagsno overlap | AlignmentStakeholdersTeam | EstimationEffortAgile | StakeholdersFacilitationAlignmentGovernance | EstimationAgileRelative sizingTeam |