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| Criterion |  Decision Making PERT Estimation |  Decision Making Decision Tree |  Agile Planning Poker |  Agile Bucket System |
|---|---|---|---|---|
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. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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 a large batch of work needs a fast, rough estimate, it sorts items into predefined size buckets. It sorts work by value, risk, and delivery ability. The result is captured as a Bucketed Backlog, Relative Estimates, and Split Candidates. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 15-45 min | 30-90 min | 2-5 min je Item | 30-90 min |
Participantsdifferent | 1-8 | 1-6 | 3-9 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Decision Tree, Option Map, Assumption List | Relative Estimates, Assumption Notes, Split Candidates | Bucketed Backlog, Relative Estimates, Split Candidates |
Tagsno overlap | EstimationUncertaintyRisk | DecisionTreeOptions | EstimationAgileRelative sizingTeam | EstimationBacklogRelative sizing |