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| Criterion |  Decision Making Decision Tree |  Facilitation Dot Estimation |  Engineering Failure Scenario Analysis |  Agile Ideal Days |
|---|---|---|---|---|
Purposedifferent | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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. | In critical processes, it is not enough to plan only for the normal case. Failure Scenario Analysis looks at the path into failure and shows which failures, chains, and control gaps cause the most damage. | 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 | Medium | Low |
Timedifferent | 30-90 min | 5-20 min | 1-3 h | 15-60 min |
Participantsdifferent | 1-6 | 3-20 | 3-8 | 2-9 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Decision Tree, Option Map, Assumption List | Effort Heatmap, Risk Signals, Discussion Targets | Failure Scenarios, Risk Notes, Control Gaps, Test and Response Actions | Ideal Day Estimates, Assumption Notes, Capacity Caveats |
Tagsno overlap | DecisionTreeOptions | EstimationEffortRisk | FailureResilienceRisk | EstimationEffortAgile |