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| Criterion |  Facilitation Dot Estimation |  Growth Funnel Analysis |  Agile Ideal Days |  Decision Making PERT Estimation |
|---|---|---|---|---|
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. | When many visitors or users drop off along the way, the reason behind the number often stays hidden. Funnel Analysis exposes these transitions and makes visible exactly where the path collapses. | 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. | 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 | Low | Medium | Low | Medium |
Timedifferent | 5-20 min | 1-3 h | 15-60 min | 15-45 min |
Participantsdifferent | 3-20 | 1-5 | 2-9 | 1-8 |
Formatdifferent | Workshop | Async | Workshop + async | Workshop + async |
Outputdifferent | Effort Heatmap, Risk Signals, Discussion Targets | Funnel report, Drop-off analysis, Optimization hypotheses | Ideal Day Estimates, Assumption Notes, Capacity Caveats | PERT Estimate, Expected Value, Risk Notes |
Tagsno overlap | EstimationEffortRisk | AnalyticsConversionGrowth | EstimationEffortAgile | EstimationUncertaintyRisk |