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| Criterion |  Agile Ideal Days |  Agile Specification by Example |  Agile Example Mapping |  Agile Planning Poker |
|---|---|---|---|---|
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 business rules need to become precise, it ties language, example, and test together. It sorts work by value, risk, and delivery ability. The result is captured as an Example Table and Acceptance Tests. | When a story carries business rules and exceptions, it brings clarity before implementation. It makes examples, open questions, and boundaries visible enough that the logic becomes jointly sound. | When estimates within the team diverge too much, it puts differing expectations on a common test bench. It separates rough complexity from unspoken assumptions. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 15-60 min | 60-90 min pro Feature | 30-60 min | 2-5 min je Item |
Participantsdifferent | 2-9 | 3-6 | 3-7 | 3-9 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Example Table, Acceptance Tests | Example Map, Acceptance Criteria, Open Questions | Relative Estimates, Assumption Notes, Split Candidates |
Tagsno overlap | EstimationEffortAgile | AgileRequirementsExamplesBehavior-Driven Development | Behavior-Driven DevelopmentRequirementsExamplesRefinement | EstimationAgileRelative sizingTeam |