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| Criterion |  Agile Ideal Days |  Decision Making Three-Point Estimation |  Agile ROAM Board |  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. | A single estimate for effort, time, or risk often looks too smooth for the real uncertainty behind it. It separates options, evaluation criteria, and open risks. The result is captured as a Three-Point Estimate, Risk Range, and Assumption Notes. | When work needs to move between different states or columns, it makes that movement and its handoffs legible. It sorts work by value, risk, and delivery ability. The result is captured as a ROAM Board and an Owner List. | 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 | Medium | Low | Medium |
Timedifferent | 15-60 min | 10-30 min je Item | 20-40 min initial, dann laufend | 15-45 min |
Participantsdifferent | 2-9 | 1-8 | 3-15 | 1-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Three-Point Estimate, Risk Range, Assumption Notes | ROAM Board, Owner List | PERT Estimate, Expected Value, Risk Notes |
Tagsno overlap | EstimationEffortAgile | EstimationUncertaintyForecasting | RiskAgileTrackingAlignment | EstimationUncertaintyRisk |