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| Criterion |  Decision Making Three-Point Estimation |  Agile Ideal Days |  Agile NoEstimates |  Agile Planning Poker |
|---|---|---|---|---|
Purposedifferent | A single estimate for effort, time, or risk often looks too smooth for the real uncertainty behind it. It separates options, evaluation criteria, and open risks. The result is captured as a Three-Point Estimate, Risk Range, and Assumption 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 estimating slows a team down more than it helps, it shifts the focus to flow, small slices, and real lead time. It sorts work by value, risk, and delivery ability. The result is captured as Throughput Data, Flow Forecast, and Slicing Rules. | 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 | Low | Medium | Low |
Timedifferent | 10-30 min je Item | 15-60 min | laufend | 2-5 min je Item |
Participantsdifferent | 1-8 | 2-9 | 2-12 | 3-9 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Three-Point Estimate, Risk Range, Assumption Notes | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Throughput Data, Flow Forecast, Slicing Rules | Relative Estimates, Assumption Notes, Split Candidates |
Tags1 shared | EstimationUncertaintyForecasting | EstimationEffortAgile | EstimationForecastingFlow | EstimationAgileRelative sizingTeam |