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| Criterion |  Agile Story Points |  Decision Making PERT Estimation |  Agile Specification by Example |  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. | 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. | 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 | Medium | Medium | Low |
Timedifferent | laufend, 1-5 min je Item | 15-45 min | 60-90 min pro Feature | 15-60 min |
Participantsdifferent | 3-9 | 1-8 | 3-6 | 2-9 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Point Estimates, Reference Stories, Velocity Data | PERT Estimate, Expected Value, Risk Notes | Example Table, Acceptance Tests | Ideal Day Estimates, Assumption Notes, Capacity Caveats |
Tagsno overlap | EstimationAgileMeasurement | EstimationUncertaintyRisk | AgileRequirementsExamplesBehavior-Driven Development | EstimationEffortAgile |