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| Criterion |  Facilitation Dot Estimation |  Operations After-Action Review |  Operations A3 Problem Solving |  Agile Ideal Days |
|---|---|---|---|---|
Purposedifferent | 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. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | 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 | Low | Low | Medium | Low |
Timedifferent | 5-20 min | 20-45 min | 45-90 min | 15-60 min |
Participantsdifferent | 3-20 | 3-12 | 2-5 | 2-9 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Effort Heatmap, Risk Signals, Discussion Targets | Lessons learned, Action items, Event summary | A3 Report, Action Plan, Root Cause Analysis | Ideal Day Estimates, Assumption Notes, Capacity Caveats |
Tagsno overlap | EstimationEffortRisk | LearningOperationsImprovement | LeanProblem solvingCoachingOperations | EstimationEffortAgile |