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| Criterion |  Decision Making PERT Estimation |  Product Discovery Dual-Track Agile |  Agile Planning Poker |  Facilitation Dot Estimation |
|---|---|---|---|---|
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 uncertainty and delivery run in parallel, it separates learning work from implementation while keeping both connected. It prevents unvalidated ideas from falling directly into the delivery stream. | When estimates within the team diverge too much, it puts differing expectations on a common test bench. It separates rough complexity from unspoken assumptions. | 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 | Medium | Low | Low |
Timedifferent | 15-45 min | Laufend, Wochen bis Monate | 2-5 min je Item | 5-20 min |
Participantsdifferent | 1-8 | 4-10 | 3-9 | 3-20 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Discovery Backlog, Delivery Backlog, Experiment-Ergebnisse, Validierte Stories | Relative Estimates, Assumption Notes, Split Candidates | Effort Heatmap, Risk Signals, Discussion Targets |
Tagsno overlap | EstimationUncertaintyRisk | AgileDiscoveryDelivery | EstimationAgileRelative sizingTeam | EstimationEffortRisk |