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