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| Criterion |  Facilitation Dot Estimation |  Delivery Value Stream Mapping |  Operations A3 Problem Solving |  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 delivery work dissolves into wait times, handoffs, and hidden effort, Value Stream Mapping makes the actual flow visible. The method exposes bottlenecks, idle time, and feedback loops so lead time and improvement levers become tangible. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | 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 | 1-3 h | 45-90 min | 15-60 min |
Participantsdifferent | 3-20 | 4-10 | 2-5 | 2-9 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Effort Heatmap, Risk Signals, Discussion Targets | Current-state map, Future-state map, Bottleneck list | A3 Report, Action Plan, Root Cause Analysis | Ideal Day Estimates, Assumption Notes, Capacity Caveats |
Tagsno overlap | EstimationEffortRisk | LeanFlowWasteDelivery | LeanProblem solvingCoachingOperations | EstimationEffortAgile |