View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Agile T-Shirt Sizing |  Agile Planning Poker |  Facilitation Expectation Mapping |  Agile Ideal Days |
|---|---|---|---|---|
Purposedifferent | When effort only needs to be classified roughly, it makes comparability more important than false precision. It helps sort work quickly into manageable sizes. | When estimates within the team diverge too much, it puts differing expectations on a common test bench. It separates rough complexity from unspoken assumptions. | When roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. | 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 15-45 min | 2-5 min je Item | 45-90 min | 15-60 min |
Participantsdifferent | 2-12 | 3-9 | 3-12 | 2-9 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Size Buckets, Rough Backlog Map, Split Candidates | Relative Estimates, Assumption Notes, Split Candidates | Expectation Map, Alignment Notes, Agreements | Ideal Day Estimates, Assumption Notes, Capacity Caveats |
Tagsno overlap | EstimationAgileRoadmap | EstimationAgileRelative sizingTeam | AlignmentStakeholdersTeam | EstimationEffortAgile |