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| Criterion |  Agile Ideal Days |  Business Strategy Balanced Scorecard |  Agile Planning Poker |
|---|---|---|---|
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. | 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 | High | Low |
Timedifferent | 15-60 min | Halber Tag bis mehrere Wochen | 2-5 min je Item |
Participantsdifferent | 2-9 | 4-12 | 3-9 |
Formatsame | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Balanced Scorecard, Strategic Measures, Initiative Map | Relative Estimates, Assumption Notes, Split Candidates |
Tagsno overlap | EstimationEffortAgile | StrategyMetricsExecution | EstimationAgileRelative sizingTeam |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
