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| Criterion |  Agile Ideal Days |  Facilitation Team Charter |  Agile Planning Poker |  Agile Working Agreements |
|---|---|---|---|---|
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 a team is starting fresh or working past each other, Team Charter clarifies the shared working basis. It visibly sets out how collaboration, decision paths, and mutual conduct should work day to day. | 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 collaboration needs more than implicit expectations, it lays out shared ground rules openly. It creates reliability for conduct, availability, and decision paths. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 15-60 min | 2-4 h | 2-5 min je Item | 45-90 min |
Participantsdifferent | 2-9 | 3-12 | 3-9 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Team Charter, Working Norms, Role Notes | Relative Estimates, Assumption Notes, Split Candidates | Working Agreements, Team Norms, Review Cadence |
Tagsno overlap | EstimationEffortAgile | TeamAlignmentCollaboration | EstimationAgileRelative sizingTeam | TeamCollaborationAgile |