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| Criterion |  Agile Ideal Days |  Business Strategy Balanced Scorecard |
|---|---|---|
Purposedifferent | 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. | Balanced Scorecard translates strategy into a few interconnected perspectives and metrics. It holds impact, steering, and learning together in daily work instead of narrowing strategy down to financial figures. |
Complexitydifferent | Low | High |
Timedifferent | 15-60 min | Halber Tag bis mehrere Wochen |
Participantsdifferent | 2-9 | 4-12 |
Formatsame | Workshop + async | Workshop + async |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Balanced Scorecard, Strategic Measures, Initiative Map |
Tagsno overlap | EstimationEffortAgile | StrategyMetricsExecution |
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