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| Criterion |  Agile NoEstimates |  Decision Making PERT Estimation |  Agile Planning Poker |  Agile Affinity 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. | 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. | 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 many tasks need to be classified quickly, it sorts them by perceived effort and similarity. It reduces the effort of fine-grained estimation for large volumes. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | laufend | 15-45 min | 2-5 min je Item | 30-90 min |
Participantsdifferent | 2-12 | 1-8 | 3-9 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Throughput Data, Flow Forecast, Slicing Rules | PERT Estimate, Expected Value, Risk Notes | Relative Estimates, Assumption Notes, Split Candidates | Affinity Size Map, Grouped Estimates, Unclear Items |
Tags1 shared | EstimationForecastingFlow | EstimationUncertaintyRisk | EstimationAgileRelative sizingTeam | EstimationBacklogRelative sizing |