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| Criterion |  Decision Making Assumption Surfacing |  Agile Ideal Days |  Business Strategy Value Chain Analysis |  Facilitation Dot Estimation |
|---|---|---|---|---|
Purposedifferent | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | 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. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. | 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. |
Complexitydifferent | Low | Low | High | Low |
Timedifferent | 45-90 min | 15-60 min | Half day | 5-20 min |
Participantsdifferent | 2-8 | 2-9 | 3-8 | 3-20 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Assumption List, Critical Assumptions, Learning Plan | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Value Chain Map, Lever List | Effort Heatmap, Risk Signals, Discussion Targets |
Tagsno overlap | AssumptionsRiskDecisionDiscovery | EstimationEffortAgile | StrategyBusiness modelDiagnosisAnalysis | EstimationEffortRisk |