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| Criterion |  Decision Making PERT Estimation |  Agile Planning Poker |  Systems Thinking Future Reality Tree |  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. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | 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 | High | Medium |
Timedifferent | 15-45 min | 2-5 min je Item | 2-4 h | 30-90 min |
Participantsdifferent | 1-8 | 3-9 | 3-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Relative Estimates, Assumption Notes, Split Candidates | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Affinity Size Map, Grouped Estimates, Unclear Items |
Tagsno overlap | EstimationUncertaintyRisk | EstimationAgileRelative sizingTeam | Theory of ConstraintsSystems thinkingChange | EstimationBacklogRelative sizing |