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| Criterion |  Decision Making PERT Estimation |  Agile Ideal Days |  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 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 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 | Medium |
Timedifferent | 15-45 min | 15-60 min | 60-90 min pro Feature |
Participantsdifferent | 1-8 | 2-9 | 3-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Example Table, Acceptance Tests |
Tagsno overlap | EstimationUncertaintyRisk | EstimationEffortAgile | AgileRequirementsExamplesBehavior-Driven Development |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
