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| Criterion |  Operations Accountability Ladder |  Agile Ideal Days |  Decision Making PERT Estimation |
|---|---|---|---|
Purposedifferent | With defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. | 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. |
Complexitydifferent | Low | Low | Medium |
Timedifferent | 20-45 min | 15-60 min | 15-45 min |
Participantsdifferent | 1-8 | 2-9 | 1-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Ideal Day Estimates, Assumption Notes, Capacity Caveats | PERT Estimate, Expected Value, Risk Notes |
Tagsno overlap | ResponsibilityLeadershipTeam | EstimationEffortAgile | EstimationUncertaintyRisk |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
