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| Criterion |  Agile NoEstimates |  Agile Ideal Days |  Decision Making Force Field Analysis |  Facilitation Dot Estimation |
|---|---|---|---|---|
Purposedifferent | When estimating slows a team down more than it helps, it shifts the focus to flow, small slices, and real lead time. It sorts work by value, risk, and delivery ability. The result is captured as Throughput Data, Flow Forecast, and Slicing Rules. | 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. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | 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 | Medium | Low | Low | Low |
Timedifferent | laufend | 15-60 min | 45-90 min | 5-20 min |
Participantsdifferent | 2-12 | 2-9 | 3-12 | 3-20 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Throughput Data, Flow Forecast, Slicing Rules | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Force Field Map, Change Levers, Risk Notes | Effort Heatmap, Risk Signals, Discussion Targets |
Tagsno overlap | EstimationForecastingFlow | EstimationEffortAgile | ChangeDecisionStrategy | EstimationEffortRisk |