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| Criterion |  Agile Ideal Days |  Product Strategy OKRs |  Facilitation Dot Estimation |  Product Strategy SMART Goals |
|---|---|---|---|---|
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 strategic direction needs to become measurable, it connects ambition with checkable results. It makes goals connectable to focus and review. | 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. | When goals are formulated too generally, it brings measurability, direction, and timing into shape. It prevents intentions from staying without clear verification. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 15-60 min | 1-2 h Setup | 5-20 min | 15-30 min |
Participantsdifferent | 2-9 | 2-20 | 3-20 | 1-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | OKR set, Measurement plan, Review cadence | Effort Heatmap, Risk Signals, Discussion Targets | SMART Goal, Measurement Note, Deadline |
Tagsno overlap | EstimationEffortAgile | GoalsAlignmentOutcomesMeasurement | EstimationEffortRisk | GoalsPlanningMeasurementAlignment |