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| Criterion |  Operations ABC Analysis |  Facilitation Dot Estimation |  Agile NoEstimates |  Decision Making PERT Estimation |
|---|---|---|---|---|
Purposedifferent | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | When size or effort can only be estimated roughly, Dot Estimation condenses the group's experience into a quick range. It turns individual contributions into a visible selection. The result is captured as an Effort Heatmap, Risk Signals, and Discussion Targets. | 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. | 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. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | 30-60 min | 5-20 min | laufend | 15-45 min |
Participantsdifferent | 1-5 | 3-20 | 2-12 | 1-8 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | ABC Classification, Focus Rules, Control List | Effort Heatmap, Risk Signals, Discussion Targets | Throughput Data, Flow Forecast, Slicing Rules | PERT Estimate, Expected Value, Risk Notes |
Tagsno overlap | PrioritizationOperationsPortfolio | EstimationEffortRisk | EstimationForecastingFlow | EstimationUncertaintyRisk |