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| Criterion |  Agile Planning Poker |  Facilitation Power Interest Grid |  Agile Ideal Days |  Facilitation Expectation Mapping |
|---|---|---|---|---|
Purposedifferent | 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 many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. | 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 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 2-5 min je Item | 30-60 min | 15-60 min | 45-90 min |
Participantsdifferent | 3-9 | 2-8 | 2-9 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Relative Estimates, Assumption Notes, Split Candidates | Power Interest Grid, Strategy per Stakeholder | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Expectation Map, Alignment Notes, Agreements |
Tagsno overlap | EstimationAgileRelative sizingTeam | StakeholdersFacilitationAlignmentPlanning | EstimationEffortAgile | AlignmentStakeholdersTeam |