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| Criterion |  Agile Ideal Days |  Decision Making Constraint Analysis |  Facilitation Consensus Workshop |  Facilitation Power Interest Grid |
|---|---|---|---|---|
Purposedifferent | 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. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | When a group needs a solid decision without outvoting individual factions, a Consensus Workshop creates a negotiable common ground. It makes agreement, reservations, and open tensions discussable at the same time. | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | 15-60 min | 30-90 min | 1-3 h | 30-60 min |
Participantsdifferent | 2-9 | 2-8 | 5-30 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Consensus Clusters, Theme Titles, Priority Areas | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | EstimationEffortAgile | ConstraintsDecisionPlanningOptions | FacilitationConsensusWorkshopAlignment | StakeholdersFacilitationAlignmentPlanning |