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| Criterion |  Decision Making PERT Estimation |  Facilitation Dot Estimation |  Operations Getting Things Done |  Operations Eat the Frog |
|---|---|---|---|---|
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. | 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. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. | The method protects energy and attention for the task that creates the largest progress and is often postponed. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 15-45 min | 5-20 min | 1-2 h Setup, laufend | 15-90 min daily |
Participantsdifferent | 1-8 | 3-20 | 1 | 1 |
Formatdifferent | Workshop + async | Workshop | Async | Async |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Effort Heatmap, Risk Signals, Discussion Targets | Action Lists, Project List, Review Routine | Priority Task, Completion Note, Daily Focus |
Tagsno overlap | EstimationUncertaintyRisk | EstimationEffortRisk | ProductivityPlanningTasksExecution | PrioritizationProductivityFocusExecution |