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| Criterion |  Agile Ideal Days |  Decision Making PERT Estimation |  Agile Story Points |  Agile ROAM Board |
|---|---|---|---|---|
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 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 work needs to move between different states or columns, it makes that movement and its handoffs legible. It sorts work by value, risk, and delivery ability. The result is captured as a ROAM Board and an Owner List. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 15-60 min | 15-45 min | laufend, 1-5 min je Item | 20-40 min initial, dann laufend |
Participantsdifferent | 2-9 | 1-8 | 3-9 | 3-15 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | PERT Estimate, Expected Value, Risk Notes | Point Estimates, Reference Stories, Velocity Data | ROAM Board, Owner List |
Tagsno overlap | EstimationEffortAgile | EstimationUncertaintyRisk | EstimationAgileMeasurement | RiskAgileTrackingAlignment |