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| Criterion |  Decision Making PERT Estimation |  Operations Accountability Ladder |  Agile Ideal Days |  Facilitation Responsibility Poker |
|---|---|---|---|---|
Purposedifferent | 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. | With defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. | 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 it stays unclear who carries responsibility and who only contributes, Responsibility Poker makes the distribution of responsibility explicit. It sharpens the boundaries between weighing in, deciding, and bearing consequences. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 15-45 min | 20-45 min | 15-60 min | 45-90 min |
Participantsdifferent | 1-8 | 1-8 | 2-9 | 3-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Ownership Reflection, Action Commitment, Coaching Notes | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Responsibility Map, Role Agreements, Open Questions |
Tagsno overlap | EstimationUncertaintyRisk | ResponsibilityLeadershipTeam | EstimationEffortAgile | RolesResponsibilityTeamFacilitation |