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| Criterion |  Facilitation Dot Estimation |  Agile Ideal Days |  Operations Root Cause Tree Analysis |  Operations Root Cause Analysis |
|---|---|---|---|---|
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 problem with several suspected causes, the method builds a causal structure instead of a mere list. It makes visible how causes connect and where the strongest points of leverage lie. | When a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | 5-20 min | 15-60 min | 1-3 h | 1-4 h |
Participantsdifferent | 3-20 | 2-9 | 2-8 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Effort Heatmap, Risk Signals, Discussion Targets | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Cause Tree, Evidence Notes, Countermeasures | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan |
Tagsno overlap | EstimationEffortRisk | EstimationEffortAgile | Root causeTreeIncidentQuality | Root causeProblem solvingQualityIncident |