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| Criterion |  Decision Making PERT Estimation |  Agile Ideal Days |  Agile Acceptance Criteria Workshop |  Agile Example Mapping |
|---|---|---|---|---|
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 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 a story needs clear checkpoints before implementation, it sharpens expectation and scope together. It sorts work by value, risk, and delivery ability. The result is captured as Acceptance Criteria and a Story Update. | 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. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 15-45 min | 15-60 min | 20-40 min pro Story | 30-60 min |
Participantsdifferent | 1-8 | 2-9 | 3-6 | 3-7 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Acceptance Criteria, Story Update | Example Map, Acceptance Criteria, Open Questions |
Tagsno overlap | EstimationUncertaintyRisk | EstimationEffortAgile | AgileRequirementsRefinementBehavior-Driven Development | Behavior-Driven DevelopmentRequirementsExamplesRefinement |