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| Criterion |  Agile NoEstimates |  Decision Making Wideband Delphi |  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. | A single opinion rarely holds up for planning when the future is genuinely uncertain. It separates options, evaluation criteria, and open risks. The result is captured as an Estimate Range, Assumption Log, and Expert Consensus 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. | 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 | High | Low | Low |
Timedifferent | laufend | 1-4 h or multiple rounds | 15-60 min | 2-5 min je Item |
Participantsdifferent | 2-12 | 4-12 Experten | 2-9 | 3-9 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Throughput Data, Flow Forecast, Slicing Rules | Estimate Range, Assumption Log, Expert Consensus Notes | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Relative Estimates, Assumption Notes, Split Candidates |
Tags1 shared | EstimationForecastingFlow | EstimationExpertsForecasting | EstimationEffortAgile | EstimationAgileRelative sizingTeam |