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| Criterion |  Agile Ideal Days |  Decision Making Trade-off Analysis |  Decision Making Decision Tree |
|---|---|---|---|
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. | With limited resources, quality, speed, cost, and risk almost always compete with each other. Trade-off Analysis makes these tensions explicit and prevents decisions from producing hidden side effects. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. |
Complexitydifferent | Low | Medium | Medium |
Timedifferent | 15-60 min | 45-120 min | 30-90 min |
Participantsdifferent | 2-9 | 2-8 | 1-6 |
Formatsame | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Trade-off Matrix, Criteria List, Decision Rationale, Accepted Downsides | Decision Tree, Option Map, Assumption List |
Tagsno overlap | EstimationEffortAgile | TradeoffsDecisionCriteriaOptions | DecisionTreeOptions |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
