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| Criterion |  Agile Ideal Days |  Product Strategy Impact Mapping |  Agile Planning Poker |  Agile Affinity 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. | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | When estimates within the team diverge too much, it puts differing expectations on a common test bench. It separates rough complexity from unspoken assumptions. | When many tasks need to be classified quickly, it sorts them by perceived effort and similarity. It reduces the effort of fine-grained estimation for large volumes. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | 15-60 min | 45-90 min | 2-5 min je Item | 30-90 min |
Participantsdifferent | 2-9 | 3-8 | 3-9 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Impact Map, Outcome Hypotheses, Delivery Options | Relative Estimates, Assumption Notes, Split Candidates | Affinity Size Map, Grouped Estimates, Unclear Items |
Tagsno overlap | EstimationEffortAgile | OutcomesStrategyBehaviorPlanning | EstimationAgileRelative sizingTeam | EstimationBacklogRelative sizing |