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| Criterion |  Facilitation Dot Estimation |  Agile Planning Poker |  Decision Making Assumption Surfacing |  Agile Ideal Days |
|---|---|---|---|---|
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 estimates within the team diverge too much, it puts differing expectations on a common test bench. It separates rough complexity from unspoken assumptions. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 5-20 min | 2-5 min je Item | 45-90 min | 15-60 min |
Participantsdifferent | 3-20 | 3-9 | 2-8 | 2-9 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Effort Heatmap, Risk Signals, Discussion Targets | Relative Estimates, Assumption Notes, Split Candidates | Assumption List, Critical Assumptions, Learning Plan | Ideal Day Estimates, Assumption Notes, Capacity Caveats |
Tagsno overlap | EstimationEffortRisk | EstimationAgileRelative sizingTeam | AssumptionsRiskDecisionDiscovery | EstimationEffortAgile |