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| Criterion |  Operations ALPEN Method |  Decision Making PERT Estimation |  Facilitation Dot Estimation |  Agile Ideal Days |
|---|---|---|---|---|
Purposedifferent | With an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | 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 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 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. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 10-20 min daily | 15-45 min | 5-20 min | 15-60 min |
Participantsdifferent | 1 | 1-8 | 3-20 | 2-9 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Daily Plan, Time Estimates, Review Notes | PERT Estimate, Expected Value, Risk Notes | Effort Heatmap, Risk Signals, Discussion Targets | Ideal Day Estimates, Assumption Notes, Capacity Caveats |
Tagsno overlap | PlanningTime managementProductivityOperations | EstimationUncertaintyRisk | EstimationEffortRisk | EstimationEffortAgile |