View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Systems Thinking Evaporating Cloud |  Decision Making Three-Point Estimation |  Facilitation Dot Estimation |  Decision Making PERT Estimation |
|---|---|---|---|---|
Purposedifferent | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | 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. | 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. | 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 | Medium | Medium | Low | Medium |
Timedifferent | 60-120 min | 10-30 min je Item | 5-20 min | 15-45 min |
Participantsdifferent | 2-8 | 1-8 | 3-20 | 1-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Three-Point Estimate, Risk Range, Assumption Notes | Effort Heatmap, Risk Signals, Discussion Targets | PERT Estimate, Expected Value, Risk Notes |
Tagsno overlap | Theory of ConstraintsAssumptionsSystems thinking | EstimationUncertaintyForecasting | EstimationEffortRisk | EstimationUncertaintyRisk |