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| Criterion |  Decision Making PERT Estimation |  Agile Affinity Estimation |  Decision Making Three-Point Estimation |  Agile Planning Poker |
|---|---|---|---|---|
Purposedifferent | 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 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. | A single estimate for effort, time, or risk often looks too smooth for the real uncertainty behind it. It separates options, evaluation criteria, and open risks. The result is captured as a Three-Point Estimate, Risk Range, and Assumption 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. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 15-45 min | 30-90 min | 10-30 min je Item | 2-5 min je Item |
Participantsdifferent | 1-8 | 3-12 | 1-8 | 3-9 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Affinity Size Map, Grouped Estimates, Unclear Items | Three-Point Estimate, Risk Range, Assumption Notes | Relative Estimates, Assumption Notes, Split Candidates |
Tags1 shared | EstimationUncertaintyRisk | EstimationBacklogRelative sizing | EstimationUncertaintyForecasting | EstimationAgileRelative sizingTeam |