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| Criterion |  Agile NoEstimates |  Facilitation Dot Estimation |  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. | 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. | 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 | Low | Low | Low |
Timedifferent | laufend | 5-20 min | 15-60 min | 2-5 min je Item |
Participantsdifferent | 2-12 | 3-20 | 2-9 | 3-9 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Throughput Data, Flow Forecast, Slicing Rules | Effort Heatmap, Risk Signals, Discussion Targets | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Relative Estimates, Assumption Notes, Split Candidates |
Tags1 shared | EstimationForecastingFlow | EstimationEffortRisk | EstimationEffortAgile | EstimationAgileRelative sizingTeam |