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| Criterion |  Facilitation Team Charter |  Decision Making PERT Estimation |  Agile Ideal Days |  Agile Planning Poker |
|---|---|---|---|---|
Purposedifferent | When a team is starting fresh or working past each other, Team Charter clarifies the shared working basis. It visibly sets out how collaboration, decision paths, and mutual conduct should work day to day. | 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 estimates within the team diverge too much, it puts differing expectations on a common test bench. It separates rough complexity from unspoken assumptions. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 2-4 h | 15-45 min | 15-60 min | 2-5 min je Item |
Participantsdifferent | 3-12 | 1-8 | 2-9 | 3-9 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Team Charter, Working Norms, Role Notes | PERT Estimate, Expected Value, Risk Notes | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Relative Estimates, Assumption Notes, Split Candidates |
Tagsno overlap | TeamAlignmentCollaboration | EstimationUncertaintyRisk | EstimationEffortAgile | EstimationAgileRelative sizingTeam |