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| Criterion |  Agile NoEstimates |  Agile Story Points |  Decision Making PERT Estimation |  Agile Ideal Days |
|---|---|---|---|---|
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 teams want to rate complexity rather than hours, it creates a shared, relative scale. It sorts work by value, risk, and delivery ability. The result is captured as Point Estimates, Reference Stories, and Velocity Data. | 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 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. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | laufend | laufend, 1-5 min je Item | 15-45 min | 15-60 min |
Participantsdifferent | 2-12 | 3-9 | 1-8 | 2-9 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Throughput Data, Flow Forecast, Slicing Rules | Point Estimates, Reference Stories, Velocity Data | PERT Estimate, Expected Value, Risk Notes | Ideal Day Estimates, Assumption Notes, Capacity Caveats |
Tags1 shared | EstimationForecastingFlow | EstimationAgileMeasurement | EstimationUncertaintyRisk | EstimationEffortAgile |