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| Criterion |  Agile Ideal Days |  Business Strategy Balanced Scorecard |  Decision Making PERT Estimation |  Product Strategy Counter Metrics |
|---|---|---|---|---|
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. | 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 a headline metric could mask side effects, it adds guardrail signals against unwanted outcomes. It connects customer value, product logic, and decision priorities. The result is captured as a counter-metric list and guardrail definitions. |
Complexitydifferent | Low | High | Medium | Low |
Timedifferent | 15-60 min | Halber Tag bis mehrere Wochen | 15-45 min | 30-60 min |
Participantsdifferent | 2-9 | 4-12 | 1-8 | 2-6 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Balanced Scorecard, Strategic Measures, Initiative Map | PERT Estimate, Expected Value, Risk Notes | Counter Metric List, Guardrail Definitions |
Tagsno overlap | EstimationEffortAgile | StrategyMetricsExecution | EstimationUncertaintyRisk | MetricsMeasurementStrategyExperiments |