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| Criterion |  Agile NoEstimates |  Agile Ideal Days |  Knowledge Modeling Knowledge Mapping |  Decision Making PERT Estimation |
|---|---|---|---|---|
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 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. | Knowledge Mapping makes knowledge, gaps, and transfer paths visible across a field. It fits when expertise should not just exist but also be findable and transferable. | 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 | Medium | Low | Medium | Medium |
Timedifferent | laufend | 15-60 min | 1-3 h | 15-45 min |
Participantsdifferent | 2-12 | 2-9 | 3-12 | 1-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Throughput Data, Flow Forecast, Slicing Rules | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Knowledge Map, Critical Knowledge Areas, Transfer Plan | PERT Estimate, Expected Value, Risk Notes |
Tagsno overlap | EstimationForecastingFlow | EstimationEffortAgile | KnowledgeMappingRisk | EstimationUncertaintyRisk |