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| Criterion |  Agile Ideal Days |  Facilitation Expectation Mapping |  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 roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. | 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. |
Complexitysame | Low | Low | Low |
Timedifferent | 15-60 min | 45-90 min | 60–90 min |
Participantsdifferent | 2-9 | 3-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Expectation Map, Alignment Notes, Agreements | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | EstimationEffortAgile | AlignmentStakeholdersTeam | StakeholdersAlignmentFacilitationChange |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
