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| Criterion |  Agile Ideal Days |  Decision Making Decision Matrix |  Agile Planning Poker |  Decision Making Trade-off Analysis |
|---|---|---|---|---|
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 several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. | When estimates within the team diverge too much, it puts differing expectations on a common test bench. It separates rough complexity from unspoken assumptions. | With limited resources, quality, speed, cost, and risk almost always compete with each other. Trade-off Analysis makes these tensions explicit and prevents decisions from producing hidden side effects. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | 15-60 min | 45-90 min | 2-5 min je Item | 45-120 min |
Participantsdifferent | 2-9 | 2-8 | 3-9 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Decision Matrix, Scoring Rationale, Selected Option | Relative Estimates, Assumption Notes, Split Candidates | Trade-off Matrix, Criteria List, Decision Rationale, Accepted Downsides |
Tagsno overlap | EstimationEffortAgile | DecisionCriteriaScoringTradeoffs | EstimationAgileRelative sizingTeam | TradeoffsDecisionCriteriaOptions |