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| Criterion |  Facilitation Dot Estimation |  Facilitation Team Charter |  Decision Making PERT Estimation |  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 a team is starting fresh or working past each other, Team Charter clarifies the shared working basis. It visibly sets out how collaboration, decision paths, and mutual conduct should work day to day. | 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. | 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 | Medium | Medium | Low |
Timedifferent | 5-20 min | 2-4 h | 15-45 min | 15-60 min |
Participantsdifferent | 3-20 | 3-12 | 1-8 | 2-9 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Effort Heatmap, Risk Signals, Discussion Targets | Team Charter, Working Norms, Role Notes | PERT Estimate, Expected Value, Risk Notes | Ideal Day Estimates, Assumption Notes, Capacity Caveats |
Tagsno overlap | EstimationEffortRisk | TeamAlignmentCollaboration | EstimationUncertaintyRisk | EstimationEffortAgile |