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| Criterion |  Agile Ideal Days |  Decision Making Decision Tree |  Decision Making Delphi Method |  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. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | 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 | High | Low |
Timedifferent | 15-60 min | 30-90 min | 1-4 Wochen | 5-20 min |
Participantsdifferent | 2-9 | 1-6 | 6-30 Experten | 3-20 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Decision Tree, Option Map, Assumption List | Expert Forecast, Consensus Range, Assumption Notes | Effort Heatmap, Risk Signals, Discussion Targets |
Tagsno overlap | EstimationEffortAgile | DecisionTreeOptions | ForecastingExpertsDecisionStrategy | EstimationEffortRisk |