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| Criterion |  Agile Ideal Days |  Agile Example Mapping |  Decision Making PERT Estimation |  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. | When a story carries business rules and exceptions, it brings clarity before implementation. It makes examples, open questions, and boundaries visible enough that the logic becomes jointly sound. | 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. | 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 | Low | Medium | Low |
Timedifferent | 15-60 min | 30-60 min | 15-45 min | 2-5 min je Item |
Participantsdifferent | 2-9 | 3-7 | 1-8 | 3-9 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Example Map, Acceptance Criteria, Open Questions | PERT Estimate, Expected Value, Risk Notes | Relative Estimates, Assumption Notes, Split Candidates |
Tagsno overlap | EstimationEffortAgile | Behavior-Driven DevelopmentRequirementsExamplesRefinement | EstimationUncertaintyRisk | EstimationAgileRelative sizingTeam |