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| Criterion |  Facilitation Dot Estimation |  Agile Ideal Days |  Operations Fault Tree Analysis |  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 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. | For a critical top event with several possible triggers, the method logically models failure paths. It makes visible which combinations of conditions can lead to damage. | 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 | Low | High | Medium |
Timedifferent | 5-20 min | 15-60 min | 2-6 h | 15-45 min |
Participantsdifferent | 3-20 | 2-9 | 3-8 | 1-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Effort Heatmap, Risk Signals, Discussion Targets | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Fault Tree, Critical Paths, Cause Hypotheses, Control Actions | PERT Estimate, Expected Value, Risk Notes |
Tagsno overlap | EstimationEffortRisk | EstimationEffortAgile | RiskRoot causeSafety | EstimationUncertaintyRisk |