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| Criterion |  Agile Ideal Days |  Agile Planning Poker |  Business Strategy PESTLE Analysis |  Agile Bucket System |
|---|---|---|---|---|
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. | PESTLE Analysis makes political, economic, social, technological, legal, and environmental influences visible. The environment of an initiative is thereby read systematically instead of through isolated trends. | When a large batch of work needs a fast, rough estimate, it sorts items into predefined size buckets. It sorts work by value, risk, and delivery ability. The result is captured as a Bucketed Backlog, Relative Estimates, and Split Candidates. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | 15-60 min | 2-5 min je Item | 1-3 h | 30-90 min |
Participantsdifferent | 2-9 | 3-9 | 2-10 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Relative Estimates, Assumption Notes, Split Candidates | PESTLE Map, External Risks, Strategic Questions | Bucketed Backlog, Relative Estimates, Split Candidates |
Tagsno overlap | EstimationEffortAgile | EstimationAgileRelative sizingTeam | StrategyMarketAnalysis | EstimationBacklogRelative sizing |