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| Criterion |  Agile Ideal Days |  Agile Story Points |  Business Strategy Business Model Canvas |  Product Strategy Counter Metrics |
|---|---|---|---|---|
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 teams want to rate complexity rather than hours, it creates a shared, relative scale. It sorts work by value, risk, and delivery ability. The result is captured as Point Estimates, Reference Stories, and Velocity Data. | The Business Model Canvas condenses a business model to its key building blocks and assumptions. It makes variants quickly comparable and reveals gaps before validation or implementation begins. | When a headline metric could mask side effects, it adds guardrail signals against unwanted outcomes. It connects customer value, product logic, and decision priorities. The result is captured as a counter-metric list and guardrail definitions. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 15-60 min | laufend, 1-5 min je Item | 1-2 h | 30-60 min |
Participantsdifferent | 2-9 | 3-9 | 2-8 | 2-6 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Point Estimates, Reference Stories, Velocity Data | Business Model Canvas, Assumption List, Business Hypotheses | Counter Metric List, Guardrail Definitions |
Tagsno overlap | EstimationEffortAgile | EstimationAgileMeasurement | Business modelStrategyValueInnovation | MetricsMeasurementStrategyExperiments |