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| Criterion |  Agile Story Points |  Decision Making PERT Estimation |  Business Strategy Balanced Scorecard |
|---|---|---|---|
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. | 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. | Balanced Scorecard translates strategy into a few interconnected perspectives and metrics. It holds impact, steering, and learning together in daily work instead of narrowing strategy down to financial figures. |
Complexitydifferent | Medium | Medium | High |
Timedifferent | laufend, 1-5 min je Item | 15-45 min | Halber Tag bis mehrere Wochen |
Participantsdifferent | 3-9 | 1-8 | 4-12 |
Formatsame | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Point Estimates, Reference Stories, Velocity Data | PERT Estimate, Expected Value, Risk Notes | Balanced Scorecard, Strategic Measures, Initiative Map |
Tagsno overlap | EstimationAgileMeasurement | EstimationUncertaintyRisk | StrategyMetricsExecution |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
