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| Criterion |  Decision Making PERT Estimation |  Agile ROAM Board |  Facilitation Expectation Mapping |  Agile Planning Poker |
|---|---|---|---|---|
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 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. | When roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. | When estimates within the team diverge too much, it puts differing expectations on a common test bench. It separates rough complexity from unspoken assumptions. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 15-45 min | 20-40 min initial, dann laufend | 45-90 min | 2-5 min je Item |
Participantsdifferent | 1-8 | 3-15 | 3-12 | 3-9 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | ROAM Board, Owner List | Expectation Map, Alignment Notes, Agreements | Relative Estimates, Assumption Notes, Split Candidates |
Tagsno overlap | EstimationUncertaintyRisk | RiskAgileTrackingAlignment | AlignmentStakeholdersTeam | EstimationAgileRelative sizingTeam |