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| Criterion |  Agile Ideal Days |  Decision Making PERT Estimation |  Delivery RAID Log |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
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. | Helps clarify scope, sequence, and delivery flow in concrete terms. It makes work, boundaries, and order steerable. The result is captured as a RAID Log and a source for status reporting. | When stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | 15-60 min | 15-45 min | 30 min Setup, dann laufend | 60-90 min |
Participantsdifferent | 2-9 | 1-8 | 1-3 maintaining, briefing for everyone | 3-6 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | PERT Estimate, Expected Value, Risk Notes | RAID Log, Status Report Source | Salience Diagram, Strategy per Class |
Tagsno overlap | EstimationEffortAgile | EstimationUncertaintyRisk | RiskTrackingStakeholdersGovernance | StakeholdersFacilitationAlignmentGovernance |