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| Criterion |  Decision Making PERT Estimation |  Agile Specification by Example |  Agile Ideal Days |  Agile Example Mapping |
|---|---|---|---|---|
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 effort needs to be thought of as real working time, it offers a simple common denominator for comparison. It sorts work by value, risk, and delivery ability. The result is captured as Ideal Day Estimates, Assumption Notes, and Capacity Caveats. | When a story carries business rules and exceptions, it brings clarity before implementation. It makes examples, open questions, and boundaries visible enough that the logic becomes jointly sound. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 15-45 min | 60-90 min pro Feature | 15-60 min | 30-60 min |
Participantsdifferent | 1-8 | 3-6 | 2-9 | 3-7 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Example Table, Acceptance Tests | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Example Map, Acceptance Criteria, Open Questions |
Tagsno overlap | EstimationUncertaintyRisk | AgileRequirementsExamplesBehavior-Driven Development | EstimationEffortAgile | Behavior-Driven DevelopmentRequirementsExamplesRefinement |