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| Criterion |  Facilitation Dot Estimation |  Decision Making Risk Matrix |  Agile Ideal Days |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
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 project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk 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. | 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 5-20 min | 30-60 min | 15-60 min | 45-90 min |
Participantsdifferent | 3-20 | 3-10 | 2-9 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Effort Heatmap, Risk Signals, Discussion Targets | Risk Matrix, Top Risk List | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | EstimationEffortRisk | RiskDecisionPrioritizationAssessment | EstimationEffortAgile | AssumptionsRiskDecisionDiscovery |