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| Criterion |  Agile Ideal Days |  Decision Making Decision Framing Workshop |  Facilitation Stakeholder Mapping |
|---|---|---|---|
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 a decision is poorly framed, even good answers deliver little value. A Decision Framing Workshop sharpens the problem, goal, and boundaries before the actual weighing begins. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. |
Complexitydifferent | Low | Medium | Low |
Timedifferent | 15-60 min | 60-120 min | 60–90 min |
Participantsdifferent | 2-9 | 4-10 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Decision Frame, Decision Question, Criteria List, Evidence Plan | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | EstimationEffortAgile | Decision framingAlignmentCriteriaOptions | StakeholdersAlignmentFacilitationChange |
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