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| Criterion |  Operations Bottleneck Analysis |  Agile T-Shirt Sizing |  Facilitation Dot Estimation |  Decision Making PERT Estimation |
|---|---|---|---|---|
Purposedifferent | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. | When effort only needs to be classified roughly, it makes comparability more important than false precision. It helps sort work quickly into manageable sizes. | 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. | 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 | Medium | Low | Low | Medium |
Timedifferent | 1-3 h | 15-45 min | 5-20 min | 15-45 min |
Participantsdifferent | 3-8 | 2-12 | 3-20 | 1-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Size Buckets, Rough Backlog Map, Split Candidates | Effort Heatmap, Risk Signals, Discussion Targets | PERT Estimate, Expected Value, Risk Notes |
Tagsno overlap | FlowMeasurementConstraints | EstimationAgileRoadmap | EstimationEffortRisk | EstimationUncertaintyRisk |