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| Criterion |  Agile Ideal Days |  Agile Story Points |  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 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. | 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 | laufend, 1-5 min je Item | 30-60 min | 2-5 min je Item |
Participantsdifferent | 2-9 | 3-9 | 3-7 | 3-9 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Point Estimates, Reference Stories, Velocity Data | Example Map, Acceptance Criteria, Open Questions | Relative Estimates, Assumption Notes, Split Candidates |
Tagsno overlap | EstimationEffortAgile | EstimationAgileMeasurement | Behavior-Driven DevelopmentRequirementsExamplesRefinement | EstimationAgileRelative sizingTeam |