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| Criterion |  Agile Ideal Days |  Agile T-Shirt Sizing |  Delivery RAID Log |  Decision Making PERT Estimation |
|---|---|---|---|---|
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 effort only needs to be classified roughly, it makes comparability more important than false precision. It helps sort work quickly into manageable sizes. | Helps clarify scope, sequence, and delivery flow in concrete terms. It makes work, boundaries, and order steerable. The result is captured as a RAID Log and a source for status reporting. | On complex initiatives, a plain average tends to understate just how uncertain the outcome really is. It separates options, evaluation criteria, and open risks. The result is captured as a PERT Estimate, Expected Value, and Risk Notes. |
Complexitydifferent | Low | Low | Low | Medium |
Timedifferent | 15-60 min | 15-45 min | 30 min Setup, dann laufend | 15-45 min |
Participantsdifferent | 2-9 | 2-12 | 1-3 maintaining, briefing for everyone | 1-8 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop + async |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Size Buckets, Rough Backlog Map, Split Candidates | RAID Log, Status Report Source | PERT Estimate, Expected Value, Risk Notes |
Tagsno overlap | EstimationEffortAgile | EstimationAgileRoadmap | RiskTrackingStakeholdersGovernance | EstimationUncertaintyRisk |