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| Criterion |  Agile Specification by Example |  Agile Ideal Days |  Facilitation Dot Estimation |  Decision Making PERT Estimation |
|---|---|---|---|---|
Purposedifferent | When business rules need to become precise, it ties language, example, and test together. It sorts work by value, risk, and delivery ability. The result is captured as an Example Table and Acceptance Tests. | 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 size or effort can only be estimated roughly, Dot Estimation condenses the group's experience into a quick range. It turns individual contributions into a visible selection. The result is captured as an Effort Heatmap, Risk Signals, and Discussion Targets. | 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. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 60-90 min pro Feature | 15-60 min | 5-20 min | 15-45 min |
Participantsdifferent | 3-6 | 2-9 | 3-20 | 1-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Example Table, Acceptance Tests | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Effort Heatmap, Risk Signals, Discussion Targets | PERT Estimate, Expected Value, Risk Notes |
Tagsno overlap | AgileRequirementsExamplesBehavior-Driven Development | EstimationEffortAgile | EstimationEffortRisk | EstimationUncertaintyRisk |