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| Criterion |  Agile Ideal Days |  Facilitation Stakeholder Mapping |  Agile Planning Poker |  Facilitation Expectation 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 an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. | 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 15-60 min | 60–90 min | 2-5 min je Item | 45-90 min |
Participantsdifferent | 2-9 | 2-8 | 3-9 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Stakeholder Map, Engagement Plan, Risk Notes | Relative Estimates, Assumption Notes, Split Candidates | Expectation Map, Alignment Notes, Agreements |
Tagsno overlap | EstimationEffortAgile | StakeholdersAlignmentFacilitationChange | EstimationAgileRelative sizingTeam | AlignmentStakeholdersTeam |