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| Criterion |  Decision Making PERT Estimation |  Facilitation Dot Voting |  Agile Ideal Days |  Facilitation Consensus Workshop |
|---|---|---|---|---|
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 a workshop has produced too many options and the group needs to condense quickly, dot voting makes preferences visible in a short time. It bundles individual votes into a solid signal for the next selection. | 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 a group needs a solid decision without outvoting individual factions, a Consensus Workshop creates a negotiable common ground. It makes agreement, reservations, and open tensions discussable at the same time. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 15-45 min | 5-15 min | 15-60 min | 1-3 h |
Participantsdifferent | 1-8 | 3-20 | 2-9 | 5-30 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Ranked list, Consensus signal, Shortlist | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Consensus Clusters, Theme Titles, Priority Areas |
Tagsno overlap | EstimationUncertaintyRisk | FacilitationVotingConsensusPrioritization | EstimationEffortAgile | FacilitationConsensusWorkshopAlignment |