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| Criterion |  Agile Ideal Days |  Engineering Failure Scenario Analysis |  Agile Planning Poker |  Decision Making PERT Estimation |
|---|---|---|---|---|
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 estimates within the team diverge too much, it puts differing expectations on a common test bench. It separates rough complexity from unspoken assumptions. | 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. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | 15-60 min | 1-3 h | 2-5 min je Item | 15-45 min |
Participantsdifferent | 2-9 | 3-8 | 3-9 | 1-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Failure Scenarios, Risk Notes, Control Gaps, Test and Response Actions | Relative Estimates, Assumption Notes, Split Candidates | PERT Estimate, Expected Value, Risk Notes |
Tagsno overlap | EstimationEffortAgile | FailureResilienceRisk | EstimationAgileRelative sizingTeam | EstimationUncertaintyRisk |