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| Criterion |  Facilitation Dot Estimation |  Product Strategy Impact Mapping |  Decision Making PERT Estimation |  Business Strategy Scenario Planning |
|---|---|---|---|---|
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 a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | 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. | Scenario Planning opens the view to several plausible futures instead of a single forecast. The method protects strategies from depending on too narrow an expected path. |
Complexitydifferent | Low | Medium | Medium | High |
Timedifferent | 5-20 min | 45-90 min | 15-45 min | 0.5-2 Tage |
Participantsdifferent | 3-20 | 3-8 | 1-8 | 4-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Effort Heatmap, Risk Signals, Discussion Targets | Impact Map, Outcome Hypotheses, Delivery Options | PERT Estimate, Expected Value, Risk Notes | Scenario Set, Strategic Implications, Robust Options |
Tagsno overlap | EstimationEffortRisk | OutcomesStrategyBehaviorPlanning | EstimationUncertaintyRisk | StrategyUncertaintyPlanning |