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| Criterion |  Decision Making Three-Point Estimation |  Agile WSJF |  Agile Ideal Days |  Agile NoEstimates |
|---|---|---|---|---|
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 many tasks compete for the same capacity, it orders work by economic impact. It makes time lost, benefit, and effort comparable together. | 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. |
Complexitydifferent | Medium | High | Low | Medium |
Timedifferent | 10-30 min je Item | 45-90 min | 15-60 min | laufend |
Participantsdifferent | 1-8 | 3-10 | 2-9 | 2-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Three-Point Estimate, Risk Range, Assumption Notes | Ranked Backlog, Cost-of-Delay Assumptions | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Throughput Data, Flow Forecast, Slicing Rules |
Tagsno overlap | EstimationUncertaintyForecasting | LeanEconomicsSequencePrioritization | EstimationEffortAgile | EstimationForecastingFlow |