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| Criterion |  Agile Ideal Days |  Agile Planning Poker |  Decision Making Decision Tree |
|---|---|---|---|
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 estimates within the team diverge too much, it puts differing expectations on a common test bench. It separates rough complexity from unspoken assumptions. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. |
Complexitydifferent | Low | Low | Medium |
Timedifferent | 15-60 min | 2-5 min je Item | 30-90 min |
Participantsdifferent | 2-9 | 3-9 | 1-6 |
Formatsame | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Relative Estimates, Assumption Notes, Split Candidates | Decision Tree, Option Map, Assumption List |
Tagsno overlap | EstimationEffortAgile | EstimationAgileRelative sizingTeam | DecisionTreeOptions |
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