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| Criterion |  Decision Making PERT Estimation |  Agile Planning Poker |  Agile Specification by Example |  Agile Bucket System |
|---|---|---|---|---|
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 a large batch of work needs a fast, rough estimate, it sorts items into predefined size buckets. It sorts work by value, risk, and delivery ability. The result is captured as a Bucketed Backlog, Relative Estimates, and Split Candidates. |
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 | Bucketed Backlog, Relative Estimates, Split Candidates |
Tagsno overlap | EstimationUncertaintyRisk | EstimationAgileRelative sizingTeam | AgileRequirementsExamplesBehavior-Driven Development | EstimationBacklogRelative sizing |