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| Criterion |  Agile Ideal Days |  Decision Making Force Field Analysis |  Decision Making Delphi Method |  Decision Making Wideband Delphi |
|---|---|---|---|---|
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 change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | A single opinion rarely holds up for planning when the future is genuinely uncertain. It separates options, evaluation criteria, and open risks. The result is captured as an Estimate Range, Assumption Log, and Expert Consensus Notes. |
Complexitydifferent | Low | Low | High | High |
Timedifferent | 15-60 min | 45-90 min | 1-4 Wochen | 1-4 h or multiple rounds |
Participantsdifferent | 2-9 | 3-12 | 6-30 Experten | 4-12 Experten |
Formatdifferent | Workshop + async | Workshop | Async | Workshop + async |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Force Field Map, Change Levers, Risk Notes | Expert Forecast, Consensus Range, Assumption Notes | Estimate Range, Assumption Log, Expert Consensus Notes |
Tagsno overlap | EstimationEffortAgile | ChangeDecisionStrategy | ForecastingExpertsDecisionStrategy | EstimationExpertsForecasting |