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| Criterion |  Agile Ideal Days |  Agile Story Points |  Product Strategy KPI Tree |  Facilitation Alignment 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 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 metrics across the organization drift apart, it arranges drivers and effects under one shared logic. It connects customer value, product logic, and decision priorities. The result is captured as a KPI tree and owner list. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 15-60 min | laufend, 1-5 min je Item | 90-180 min initial, dann laufend | 1-2 h |
Participantsdifferent | 2-9 | 3-9 | 3-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Point Estimates, Reference Stories, Velocity Data | KPI Tree, Owner List | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | EstimationEffortAgile | EstimationAgileMeasurement | MetricsStrategyAlignmentMeasurement | AlignmentStakeholdersStrategyFacilitation |