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| Criterion |  Agile Ideal Days |  Decision Making Wideband Delphi |  Agile Planning Poker |  Facilitation Dot 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 opinion rarely holds up for planning when the future is genuinely uncertain. It separates options, evaluation criteria, and open risks. The result is captured as an Estimate Range, Assumption Log, and Expert Consensus Notes. | 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 size or effort can only be estimated roughly, Dot Estimation condenses the group's experience into a quick range. It turns individual contributions into a visible selection. The result is captured as an Effort Heatmap, Risk Signals, and Discussion Targets. |
Complexitydifferent | Low | High | Low | Low |
Timedifferent | 15-60 min | 1-4 h or multiple rounds | 2-5 min je Item | 5-20 min |
Participantsdifferent | 2-9 | 4-12 Experten | 3-9 | 3-20 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Estimate Range, Assumption Log, Expert Consensus Notes | Relative Estimates, Assumption Notes, Split Candidates | Effort Heatmap, Risk Signals, Discussion Targets |
Tags1 shared | EstimationEffortAgile | EstimationExpertsForecasting | EstimationAgileRelative sizingTeam | EstimationEffortRisk |