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| Criterion |  Decision Making PERT Estimation |  Agile Planning Poker |  Decision Making Constraint Analysis |  Agile Affinity Estimation |
|---|---|---|---|---|
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 estimates within the team diverge too much, it puts differing expectations on a common test bench. It separates rough complexity from unspoken assumptions. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | When many tasks need to be classified quickly, it sorts them by perceived effort and similarity. It reduces the effort of fine-grained estimation for large volumes. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 15-45 min | 2-5 min je Item | 30-90 min | 30-90 min |
Participantsdifferent | 1-8 | 3-9 | 2-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Relative Estimates, Assumption Notes, Split Candidates | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Affinity Size Map, Grouped Estimates, Unclear Items |
Tagsno overlap | EstimationUncertaintyRisk | EstimationAgileRelative sizingTeam | ConstraintsDecisionPlanningOptions | EstimationBacklogRelative sizing |