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| Criterion |  Agile Story Points |  Agile Example Mapping |  Decision Making PERT Estimation |  Agile Specification by Example |
|---|---|---|---|---|
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 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. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | laufend, 1-5 min je Item | 30-60 min | 15-45 min | 60-90 min pro Feature |
Participantsdifferent | 3-9 | 3-7 | 1-8 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Point Estimates, Reference Stories, Velocity Data | Example Map, Acceptance Criteria, Open Questions | PERT Estimate, Expected Value, Risk Notes | Example Table, Acceptance Tests |
Tagsno overlap | EstimationAgileMeasurement | Behavior-Driven DevelopmentRequirementsExamplesRefinement | EstimationUncertaintyRisk | AgileRequirementsExamplesBehavior-Driven Development |