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| Criterion |  Operations Change Analysis |  Facilitation Dot Estimation |  Decision Making Wideband Delphi |  Agile Ideal Days |
|---|---|---|---|---|
Purposedifferent | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | 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. | A single opinion rarely holds up for planning when the future is genuinely uncertain. It separates options, evaluation criteria, and open risks. The result is captured as an Estimate Range, Assumption Log, and Expert Consensus Notes. | 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 | Medium | Low | High | Low |
Timedifferent | 45-120 min | 5-20 min | 1-4 h or multiple rounds | 15-60 min |
Participantsdifferent | 2-6 | 3-20 | 4-12 Experten | 2-9 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Effort Heatmap, Risk Signals, Discussion Targets | Estimate Range, Assumption Log, Expert Consensus Notes | Ideal Day Estimates, Assumption Notes, Capacity Caveats |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | EstimationEffortRisk | EstimationExpertsForecasting | EstimationEffortAgile |