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