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| Criterion |  Facilitation Dot Estimation |  Product Strategy OKRs |  Agile Ideal Days |  Agile Story Points |
|---|---|---|---|---|
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 strategic direction needs to become measurable, it connects ambition with checkable results. It makes goals connectable to focus and review. | 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. | When teams want to rate complexity rather than hours, it creates a shared, relative scale. It sorts work by value, risk, and delivery ability. The result is captured as Point Estimates, Reference Stories, and Velocity Data. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | 5-20 min | 1-2 h Setup | 15-60 min | laufend, 1-5 min je Item |
Participantsdifferent | 3-20 | 2-20 | 2-9 | 3-9 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Effort Heatmap, Risk Signals, Discussion Targets | OKR set, Measurement plan, Review cadence | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Point Estimates, Reference Stories, Velocity Data |
Tagsno overlap | EstimationEffortRisk | GoalsAlignmentOutcomesMeasurement | EstimationEffortAgile | EstimationAgileMeasurement |