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| Criterion |  Agile Ideal Days |  Decision Making Decision Matrix |  Decision Making Constraint Analysis |  Facilitation Dot Estimation |
|---|---|---|---|---|
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 several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. | 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 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 | Low | Medium | Low | Low |
Timedifferent | 15-60 min | 45-90 min | 30-90 min | 5-20 min |
Participantsdifferent | 2-9 | 2-8 | 2-8 | 3-20 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Decision Matrix, Scoring Rationale, Selected Option | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Effort Heatmap, Risk Signals, Discussion Targets |
Tagsno overlap | EstimationEffortAgile | DecisionCriteriaScoringTradeoffs | ConstraintsDecisionPlanningOptions | EstimationEffortRisk |