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| Criterion |  Agile Ideal Days |  Engineering Failure Scenario Analysis |  Facilitation Dot 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. | In critical processes, it is not enough to plan only for the normal case. Failure Scenario Analysis looks at the path into failure and shows which failures, chains, and control gaps cause the most damage. | 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. | 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 | Medium | Low | Low |
Timedifferent | 15-60 min | 1-3 h | 5-20 min | 2-5 min je Item |
Participantsdifferent | 2-9 | 3-8 | 3-20 | 3-9 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Failure Scenarios, Risk Notes, Control Gaps, Test and Response Actions | Effort Heatmap, Risk Signals, Discussion Targets | Relative Estimates, Assumption Notes, Split Candidates |
Tagsno overlap | EstimationEffortAgile | FailureResilienceRisk | EstimationEffortRisk | EstimationAgileRelative sizingTeam |