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| Criterion |  Agile NoEstimates |  Knowledge Modeling Concept Mapping |  Agile Ideal Days |  Agile Planning Poker |
|---|---|---|---|---|
Purposedifferent | When estimating slows a team down more than it helps, it shifts the focus to flow, small slices, and real lead time. It sorts work by value, risk, and delivery ability. The result is captured as Throughput Data, Flow Forecast, and Slicing Rules. | Concept Mapping arranges terms and relationships in a network that makes subject-matter connections tangible. It fits when a topic needs to be understood structurally rather than linearly. | 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 estimates within the team diverge too much, it puts differing expectations on a common test bench. It separates rough complexity from unspoken assumptions. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | laufend | 1-2 h | 15-60 min | 2-5 min je Item |
Participantsdifferent | 2-12 | 1-8 | 2-9 | 3-9 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Throughput Data, Flow Forecast, Slicing Rules | Concept Map, Relationship Labels, Knowledge Gaps | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Relative Estimates, Assumption Notes, Split Candidates |
Tagsno overlap | EstimationForecastingFlow | KnowledgeConceptsMappingSensemaking | EstimationEffortAgile | EstimationAgileRelative sizingTeam |