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| Criterion |  Agile Ideal Days |  Agile NoEstimates |  Decision Making Three-Point Estimation |  Delivery Monte Carlo Forecasting |
|---|---|---|---|---|
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. | A single estimate for effort, time, or risk often looks too smooth for the real uncertainty behind it. It separates options, evaluation criteria, and open risks. The result is captured as a Three-Point Estimate, Risk Range, and Assumption Notes. | Helps clarify scope, sequence, and delivery flow in concrete terms. It makes work, boundaries, and order steerable. The result is captured as Forecast Percentiles, Throughput Dataset, and Risk Communication. |
Complexitydifferent | Low | Medium | Medium | High |
Timedifferent | 15-60 min | laufend | 10-30 min je Item | 30-90 min Setup, danach laufend |
Participantsdifferent | 2-9 | 2-12 | 1-8 | 1-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Throughput Data, Flow Forecast, Slicing Rules | Three-Point Estimate, Risk Range, Assumption Notes | Forecast Percentiles, Throughput Dataset, Risk Communication |
Tagsno overlap | EstimationEffortAgile | EstimationForecastingFlow | EstimationUncertaintyForecasting | ForecastingFlowDelivery |