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| Criterion |  Decision Making PERT Estimation |  Agile Ideal Days |  Growth Hooked Model |  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 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. | The Hooked Model helps clarify engagement loops, user behavior, and experiments. It makes repeat behavior measurable and captures the result as a hooked loop, trigger map, and reward design. | 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 | Low | Medium | Low |
Timedifferent | 15-45 min | 15-60 min | Multiple workshops over several weeks | 2-5 min je Item |
Participantsdifferent | 1-8 | 2-9 | 2-8 | 3-9 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Hooked loop, Trigger map, Reward design, Ethics check | Relative Estimates, Assumption Notes, Split Candidates |
Tagsno overlap | EstimationUncertaintyRisk | EstimationEffortAgile | GrowthBehaviorRetention | EstimationAgileRelative sizingTeam |