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| Criterion |  Decision Making Decision Matrix |  Facilitation Dot Estimation |  Agile Ideal Days |  Decision Making Trade-off Analysis |
|---|---|---|---|---|
Purposedifferent | When several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. | 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. | With limited resources, quality, speed, cost, and risk almost always compete with each other. Trade-off Analysis makes these tensions explicit and prevents decisions from producing hidden side effects. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 45-90 min | 5-20 min | 15-60 min | 45-120 min |
Participantsdifferent | 2-8 | 3-20 | 2-9 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Decision Matrix, Scoring Rationale, Selected Option | Effort Heatmap, Risk Signals, Discussion Targets | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Trade-off Matrix, Criteria List, Decision Rationale, Accepted Downsides |
Tagsno overlap | DecisionCriteriaScoringTradeoffs | EstimationEffortRisk | EstimationEffortAgile | TradeoffsDecisionCriteriaOptions |