View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Agile Ideal Days |  Operations Kepner-Tregoe |  Facilitation Dot Estimation |  Operations A3 Problem Solving |
|---|---|---|---|---|
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 a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | 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. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. |
Complexitydifferent | Low | High | Low | Medium |
Timedifferent | 15-60 min | 2-8 h | 5-20 min | 45-90 min |
Participantsdifferent | 2-9 | 2-8 | 3-20 | 2-5 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Problem Analysis, Decision Analysis, Risk Plan | Effort Heatmap, Risk Signals, Discussion Targets | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | EstimationEffortAgile | Problem solvingRoot causeDecisionOperations | EstimationEffortRisk | LeanProblem solvingCoachingOperations |