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| Criterion |  Facilitation Dot Estimation |  Agile Planning Poker |  Business Strategy Value Chain Analysis |  Agile Affinity 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 estimates within the team diverge too much, it puts differing expectations on a common test bench. It separates rough complexity from unspoken assumptions. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. | When many tasks need to be classified quickly, it sorts them by perceived effort and similarity. It reduces the effort of fine-grained estimation for large volumes. |
Complexitydifferent | Low | Low | High | Medium |
Timedifferent | 5-20 min | 2-5 min je Item | Half day | 30-90 min |
Participantsdifferent | 3-20 | 3-9 | 3-8 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Effort Heatmap, Risk Signals, Discussion Targets | Relative Estimates, Assumption Notes, Split Candidates | Value Chain Map, Lever List | Affinity Size Map, Grouped Estimates, Unclear Items |
Tagsno overlap | EstimationEffortRisk | EstimationAgileRelative sizingTeam | StrategyBusiness modelDiagnosisAnalysis | EstimationBacklogRelative sizing |