View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Agile Story Points |  Agile Example Mapping |  Decision Making PERT Estimation |  Agile Ideal Days |
|---|---|---|---|---|
Purposedifferent | When teams want to rate complexity rather than hours, it creates a shared, relative scale. It sorts work by value, risk, and delivery ability. The result is captured as Point Estimates, Reference Stories, and Velocity Data. | When a story carries business rules and exceptions, it brings clarity before implementation. It makes examples, open questions, and boundaries visible enough that the logic becomes jointly sound. | 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 | laufend, 1-5 min je Item | 30-60 min | 15-45 min | 15-60 min |
Participantsdifferent | 3-9 | 3-7 | 1-8 | 2-9 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Point Estimates, Reference Stories, Velocity Data | Example Map, Acceptance Criteria, Open Questions | PERT Estimate, Expected Value, Risk Notes | Ideal Day Estimates, Assumption Notes, Capacity Caveats |
Tagsno overlap | EstimationAgileMeasurement | Behavior-Driven DevelopmentRequirementsExamplesRefinement | EstimationUncertaintyRisk | EstimationEffortAgile |