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| Criterion |  Decision Making PERT Estimation |  Agile Example Mapping |  Agile Planning Poker |  Agile Specification by Example |
|---|---|---|---|---|
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 a story carries business rules and exceptions, it brings clarity before implementation. It makes examples, open questions, and boundaries visible enough that the logic becomes jointly sound. | 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 business rules need to become precise, it ties language, example, and test together. It sorts work by value, risk, and delivery ability. The result is captured as an Example Table and Acceptance Tests. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 15-45 min | 30-60 min | 2-5 min je Item | 60-90 min pro Feature |
Participantsdifferent | 1-8 | 3-7 | 3-9 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Example Map, Acceptance Criteria, Open Questions | Relative Estimates, Assumption Notes, Split Candidates | Example Table, Acceptance Tests |
Tagsno overlap | EstimationUncertaintyRisk | Behavior-Driven DevelopmentRequirementsExamplesRefinement | EstimationAgileRelative sizingTeam | AgileRequirementsExamplesBehavior-Driven Development |