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| Criterion |  Agile Ideal Days |  Agile NoEstimates |  Agile Story Points |  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. | When estimating slows a team down more than it helps, it shifts the focus to flow, small slices, and real lead time. It sorts work by value, risk, and delivery ability. The result is captured as Throughput Data, Flow Forecast, and Slicing Rules. | When teams want to rate complexity rather than hours, it creates a shared, relative scale. It sorts work by value, risk, and delivery ability. The result is captured as Point Estimates, Reference Stories, and Velocity Data. | 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 | Medium | Low |
Timedifferent | 15-60 min | laufend | laufend, 1-5 min je Item | 2-5 min je Item |
Participantsdifferent | 2-9 | 2-12 | 3-9 | 3-9 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Throughput Data, Flow Forecast, Slicing Rules | Point Estimates, Reference Stories, Velocity Data | Relative Estimates, Assumption Notes, Split Candidates |
Tags1 shared | EstimationEffortAgile | EstimationForecastingFlow | EstimationAgileMeasurement | EstimationAgileRelative sizingTeam |