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| Criterion |  Facilitation Dot Estimation |  Agile Planning Poker |  Business Strategy Value Chain Analysis |  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. | 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 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. |
Complexitydifferent | Low | Low | High | Low |
Timedifferent | 5-20 min | 2-5 min je Item | Half day | 15-60 min |
Participantsdifferent | 3-20 | 3-9 | 3-8 | 2-9 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Effort Heatmap, Risk Signals, Discussion Targets | Relative Estimates, Assumption Notes, Split Candidates | Value Chain Map, Lever List | Ideal Day Estimates, Assumption Notes, Capacity Caveats |
Tagsno overlap | EstimationEffortRisk | EstimationAgileRelative sizingTeam | StrategyBusiness modelDiagnosisAnalysis | EstimationEffortAgile |