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| Criterion |  Agile Specification by Example |  Agile T-Shirt Sizing |  Decision Making PERT Estimation |  Agile Ideal Days |
|---|---|---|---|---|
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 only needs to be classified roughly, it makes comparability more important than false precision. It helps sort work quickly into manageable sizes. | 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 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. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 60-90 min pro Feature | 15-45 min | 15-45 min | 15-60 min |
Participantsdifferent | 3-6 | 2-12 | 1-8 | 2-9 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Example Table, Acceptance Tests | Size Buckets, Rough Backlog Map, Split Candidates | PERT Estimate, Expected Value, Risk Notes | Ideal Day Estimates, Assumption Notes, Capacity Caveats |
Tagsno overlap | AgileRequirementsExamplesBehavior-Driven Development | EstimationAgileRoadmap | EstimationUncertaintyRisk | EstimationEffortAgile |