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| Criterion |  Agile Planning Poker |  Agile T-Shirt Sizing |  Agile Working Agreements |  Agile Ideal Days |
|---|---|---|---|---|
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 effort only needs to be classified roughly, it makes comparability more important than false precision. It helps sort work quickly into manageable sizes. | When collaboration needs more than implicit expectations, it lays out shared ground rules openly. It creates reliability for conduct, availability, and decision paths. | 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 2-5 min je Item | 15-45 min | 45-90 min | 15-60 min |
Participantsdifferent | 3-9 | 2-12 | 3-12 | 2-9 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Relative Estimates, Assumption Notes, Split Candidates | Size Buckets, Rough Backlog Map, Split Candidates | Working Agreements, Team Norms, Review Cadence | Ideal Day Estimates, Assumption Notes, Capacity Caveats |
Tags1 shared | EstimationAgileRelative sizingTeam | EstimationAgileRoadmap | TeamCollaborationAgile | EstimationEffortAgile |