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| Criterion |  Agile Ideal Days |  Agile Planning Poker |  Facilitation Expectation Mapping |  Facilitation Alignment Mapping |
|---|---|---|---|---|
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. | When roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. |
Complexitydifferent | Low | Low | Low | Medium |
Timedifferent | 15-60 min | 2-5 min je Item | 45-90 min | 1-2 h |
Participantsdifferent | 2-9 | 3-9 | 3-12 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Relative Estimates, Assumption Notes, Split Candidates | Expectation Map, Alignment Notes, Agreements | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | EstimationEffortAgile | EstimationAgileRelative sizingTeam | AlignmentStakeholdersTeam | AlignmentStakeholdersStrategyFacilitation |