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| Criterion |  Team Design Team API |  Agile Ideal Days |  Decision Making PERT Estimation |  Facilitation Expectation Mapping |
|---|---|---|---|---|
Purposedifferent | When expectations between teams stay fuzzy, it describes how a team can be reached, used, and held accountable. It clarifies responsibility, interaction, and load between teams. The result is captured as a Team API document. | 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. | 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 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. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | Half day initial, dann laufend | 15-60 min | 15-45 min | 45-90 min |
Participantsdifferent | Ein Team plus Stakeholder | 2-9 | 1-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Team API Document | Ideal Day Estimates, Assumption Notes, Capacity Caveats | PERT Estimate, Expected Value, Risk Notes | Expectation Map, Alignment Notes, Agreements |
Tagsno overlap | TeamAlignmentCommunicationService | EstimationEffortAgile | EstimationUncertaintyRisk | AlignmentStakeholdersTeam |