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| Criterion |  Agile Ideal Days |  Decision Making PERT Estimation |  Facilitation Power Interest Grid |
|---|---|---|---|
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. | 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. | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. |
Complexitydifferent | Low | Medium | Low |
Timedifferent | 15-60 min | 15-45 min | 30-60 min |
Participantsdifferent | 2-9 | 1-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | PERT Estimate, Expected Value, Risk Notes | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | EstimationEffortAgile | EstimationUncertaintyRisk | StakeholdersFacilitationAlignmentPlanning |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
