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| Criterion |  Systems Thinking Polarity Mapping |  Decision Making PERT Estimation |  Agile Affinity Estimation |  Agile Planning Poker |
|---|---|---|---|---|
Purposedifferent | Polarity Mapping makes tensions between two opposing poles tangible, such as standardization and adaptation or control and autonomy. The method guards against making apparent either-or decisions prematurely. | 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 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. | When estimates within the team diverge too much, it puts differing expectations on a common test bench. It separates rough complexity from unspoken assumptions. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 1-2 h | 15-45 min | 30-90 min | 2-5 min je Item |
Participantsdifferent | 3-12 | 1-8 | 3-12 | 3-9 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | PERT Estimate, Expected Value, Risk Notes | Affinity Size Map, Grouped Estimates, Unclear Items | Relative Estimates, Assumption Notes, Split Candidates |
Tagsno overlap | Systems thinkingTradeoffsLeadership | EstimationUncertaintyRisk | EstimationBacklogRelative sizing | EstimationAgileRelative sizingTeam |