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| Criterion |  Systems Thinking Evaporating Cloud |  Agile NoEstimates |  Decision Making PERT Estimation |  Facilitation Dot Estimation |
|---|---|---|---|---|
Purposedifferent | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | When estimating slows a team down more than it helps, it shifts the focus to flow, small slices, and real lead time. It sorts work by value, risk, and delivery ability. The result is captured as Throughput Data, Flow Forecast, and Slicing Rules. | 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 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. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 60-120 min | laufend | 15-45 min | 5-20 min |
Participantsdifferent | 2-8 | 2-12 | 1-8 | 3-20 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Throughput Data, Flow Forecast, Slicing Rules | PERT Estimate, Expected Value, Risk Notes | Effort Heatmap, Risk Signals, Discussion Targets |
Tagsno overlap | Theory of ConstraintsAssumptionsSystems thinking | EstimationForecastingFlow | EstimationUncertaintyRisk | EstimationEffortRisk |