View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Facilitation Dot Estimation |  Business Strategy Scenario Planning |  Business Strategy Value Chain Analysis |  Decision Making PERT 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. | Scenario Planning opens the view to several plausible futures instead of a single forecast. The method protects strategies from depending on too narrow an expected path. | 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. | On complex initiatives, a plain average tends to understate just how uncertain the outcome really is. It separates options, evaluation criteria, and open risks. The result is captured as a PERT Estimate, Expected Value, and Risk Notes. |
Complexitydifferent | Low | High | High | Medium |
Timedifferent | 5-20 min | 0.5-2 Tage | Half day | 15-45 min |
Participantsdifferent | 3-20 | 4-12 | 3-8 | 1-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Effort Heatmap, Risk Signals, Discussion Targets | Scenario Set, Strategic Implications, Robust Options | Value Chain Map, Lever List | PERT Estimate, Expected Value, Risk Notes |
Tagsno overlap | EstimationEffortRisk | StrategyUncertaintyPlanning | StrategyBusiness modelDiagnosisAnalysis | EstimationUncertaintyRisk |