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| Criterion |  Agile Planning Poker |  Business Strategy Value Chain Analysis |  Agile Ideal Days |  Agile Affinity Estimation |
|---|---|---|---|---|
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. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. | 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 many tasks need to be classified quickly, it sorts them by perceived effort and similarity. It reduces the effort of fine-grained estimation for large volumes. |
Complexitydifferent | Low | High | Low | Medium |
Timedifferent | 2-5 min je Item | Half day | 15-60 min | 30-90 min |
Participantsdifferent | 3-9 | 3-8 | 2-9 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Relative Estimates, Assumption Notes, Split Candidates | Value Chain Map, Lever List | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Affinity Size Map, Grouped Estimates, Unclear Items |
Tagsno overlap | EstimationAgileRelative sizingTeam | StrategyBusiness modelDiagnosisAnalysis | EstimationEffortAgile | EstimationBacklogRelative sizing |