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| Criterion |  Agile Ideal Days |  Decision Making PERT Estimation |  Decision Making Wideband Delphi |
|---|---|---|---|
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. | A single opinion rarely holds up for planning when the future is genuinely uncertain. It separates options, evaluation criteria, and open risks. The result is captured as an Estimate Range, Assumption Log, and Expert Consensus Notes. |
Complexitydifferent | Low | Medium | High |
Timedifferent | 15-60 min | 15-45 min | 1-4 h or multiple rounds |
Participantsdifferent | 2-9 | 1-8 | 4-12 Experten |
Formatsame | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | PERT Estimate, Expected Value, Risk Notes | Estimate Range, Assumption Log, Expert Consensus Notes |
Tags1 shared | EstimationEffortAgile | EstimationUncertaintyRisk | EstimationExpertsForecasting |
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