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| Criterion |  Agile Ideal Days |  Team Design Team Topologies Interaction Modes |  Facilitation Team Charter |  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 several teams collaborate repeatedly, it describes the right interaction mode for each interface between them. It clarifies responsibility, interaction, and load between teams. The result is captured as an interaction heat map and pairwise agreements. | 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 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 | Medium | Low |
Timedifferent | 15-60 min | Half day | 2-4 h | 45-90 min |
Participantsdifferent | 2-9 | Team-Leads plus Architecture | 3-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Interaction Heat Map, Agreements per Pair | Team Charter, Working Norms, Role Notes | Working Agreements, Team Norms, Review Cadence |
Tagsno overlap | EstimationEffortAgile | TeamAlignmentCollaborationOrganization | TeamAlignmentCollaboration | TeamCollaborationAgile |