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| Criterion |  Decision Making PERT Estimation |  Agile Planning Poker |  Agile Specification by Example |  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 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. | 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 | Medium | Medium |
Timedifferent | 15-45 min | 2-5 min je Item | 60-90 min pro Feature | 30-90 min |
Participantsdifferent | 1-8 | 3-9 | 3-6 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Relative Estimates, Assumption Notes, Split Candidates | Example Table, Acceptance Tests | Affinity Size Map, Grouped Estimates, Unclear Items |
Tagsno overlap | EstimationUncertaintyRisk | EstimationAgileRelative sizingTeam | AgileRequirementsExamplesBehavior-Driven Development | EstimationBacklogRelative sizing |