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| Criterion |  Agile Story Splitting |  Decision Making PERT Estimation |  Agile Ideal Days |  Agile Affinity Estimation |
|---|---|---|---|---|
Purposedifferent | When a story becomes too large for a clean flow, it breaks scope down along value and risk. It shapes the work into a form that ships earlier and is easier to verify. | 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. | When many tasks need to be classified quickly, it sorts them by perceived effort and similarity. It reduces the effort of fine-grained estimation for large volumes. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 30-60 min | 15-45 min | 15-60 min | 30-90 min |
Participantsdifferent | 2-6 | 1-8 | 2-9 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Smaller Stories, Acceptance Criteria, Split Rationale | PERT Estimate, Expected Value, Risk Notes | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Affinity Size Map, Grouped Estimates, Unclear Items |
Tagsno overlap | BacklogIterationDelivery | EstimationUncertaintyRisk | EstimationEffortAgile | EstimationBacklogRelative sizing |