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| Criterion |  Agile Planning Poker |  Business Strategy Value Chain Analysis |  Agile Ideal Days |  Agile Bucket System |
|---|---|---|---|---|
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 a large batch of work needs a fast, rough estimate, it sorts items into predefined size buckets. It sorts work by value, risk, and delivery ability. The result is captured as a Bucketed Backlog, Relative Estimates, and Split Candidates. |
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 | Bucketed Backlog, Relative Estimates, Split Candidates |
Tagsno overlap | EstimationAgileRelative sizingTeam | StrategyBusiness modelDiagnosisAnalysis | EstimationEffortAgile | EstimationBacklogRelative sizing |