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| Criterion |  Agile Ideal Days |  Architecture C4 Model |  Decision Making PERT Estimation |
|---|---|---|---|
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. | The C4 Model makes a system legible across several resolution levels, from context down to code. It suits situations where different audiences need to understand the same architecture from different altitudes. | 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. |
Complexitydifferent | Low | Low | Medium |
Timedifferent | 15-60 min | 1-4 h | 15-45 min |
Participantsdifferent | 2-9 | 1-5 | 1-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Context Diagram, Container Diagram, Component Diagram | PERT Estimate, Expected Value, Risk Notes |
Tagsno overlap | EstimationEffortAgile | ArchitectureCommunicationVisualization | EstimationUncertaintyRisk |
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