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| Criterion |  Decision Making PERT Estimation |  Facilitation Team Charter |  Agile Planning Poker |  Agile ROAM Board |
|---|---|---|---|---|
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 a team is starting fresh or working past each other, Team Charter clarifies the shared working basis. It visibly sets out how collaboration, decision paths, and mutual conduct should work day to day. | 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 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. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 15-45 min | 2-4 h | 2-5 min je Item | 20-40 min initial, dann laufend |
Participantsdifferent | 1-8 | 3-12 | 3-9 | 3-15 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Team Charter, Working Norms, Role Notes | Relative Estimates, Assumption Notes, Split Candidates | ROAM Board, Owner List |
Tagsno overlap | EstimationUncertaintyRisk | TeamAlignmentCollaboration | EstimationAgileRelative sizingTeam | RiskAgileTrackingAlignment |