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| Criterion |  Decision Making PERT Estimation |  Agile Ideal Days |  Facilitation Stakeholder Mapping |  Agile ROAM Board |
|---|---|---|---|---|
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 an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. | When work needs to move between different states or columns, it makes that movement and its handoffs legible. It sorts work by value, risk, and delivery ability. The result is captured as a ROAM Board and an Owner List. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 15-45 min | 15-60 min | 60–90 min | 20-40 min initial, dann laufend |
Participantsdifferent | 1-8 | 2-9 | 2-8 | 3-15 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Stakeholder Map, Engagement Plan, Risk Notes | ROAM Board, Owner List |
Tagsno overlap | EstimationUncertaintyRisk | EstimationEffortAgile | StakeholdersAlignmentFacilitationChange | RiskAgileTrackingAlignment |