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| Criterion |  Facilitation Dot Estimation |  Decision Making Three-Point Estimation |  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. | A single estimate for effort, time, or risk often looks too smooth for the real uncertainty behind it. It separates options, evaluation criteria, and open risks. The result is captured as a Three-Point Estimate, Risk Range, and Assumption Notes. | 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 | Medium | High | Medium |
Timedifferent | 5-20 min | 10-30 min je Item | Half day | 15-45 min |
Participantsdifferent | 3-20 | 1-8 | 3-8 | 1-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Effort Heatmap, Risk Signals, Discussion Targets | Three-Point Estimate, Risk Range, Assumption Notes | Value Chain Map, Lever List | PERT Estimate, Expected Value, Risk Notes |
Tagsno overlap | EstimationEffortRisk | EstimationUncertaintyForecasting | StrategyBusiness modelDiagnosisAnalysis | EstimationUncertaintyRisk |