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| Criterion |  Agile Ideal Days |  Decision Making PERT Estimation |  Business Strategy Value Chain 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. | On complex initiatives, a plain average tends to understate just how uncertain the outcome really is. It separates options, evaluation criteria, and open risks. The result is captured as a PERT Estimate, Expected Value, and Risk Notes. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. | 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 | 15-45 min | Half day | 5-20 min |
Participantsdifferent | 2-9 | 1-8 | 3-8 | 3-20 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | PERT Estimate, Expected Value, Risk Notes | Value Chain Map, Lever List | Effort Heatmap, Risk Signals, Discussion Targets |
Tagsno overlap | EstimationEffortAgile | EstimationUncertaintyRisk | StrategyBusiness modelDiagnosisAnalysis | EstimationEffortRisk |