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| Criterion |  Agile Ideal Days |  Decision Making Constraint Analysis |  Agile Planning Poker |  Facilitation Dot 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. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | When estimates within the team diverge too much, it puts differing expectations on a common test bench. It separates rough complexity from unspoken assumptions. | When size or effort can only be estimated roughly, Dot Estimation condenses the group's experience into a quick range. It turns individual contributions into a visible selection. The result is captured as an Effort Heatmap, Risk Signals, and Discussion Targets. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 15-60 min | 30-90 min | 2-5 min je Item | 5-20 min |
Participantsdifferent | 2-9 | 2-8 | 3-9 | 3-20 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Relative Estimates, Assumption Notes, Split Candidates | Effort Heatmap, Risk Signals, Discussion Targets |
Tagsno overlap | EstimationEffortAgile | ConstraintsDecisionPlanningOptions | EstimationAgileRelative sizingTeam | EstimationEffortRisk |