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| Criterion |  Decision Making PERT Estimation |  Operations Gemba Walk |  Facilitation Dot Estimation |  Agile Ideal Days |
|---|---|---|---|---|
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 there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of 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. | 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. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 15-45 min | 30-120 min | 5-20 min | 15-60 min |
Participantsdifferent | 1-8 | 2-6 | 3-20 | 2-9 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Observation Notes, Improvement Ideas | Effort Heatmap, Risk Signals, Discussion Targets | Ideal Day Estimates, Assumption Notes, Capacity Caveats |
Tagsno overlap | EstimationUncertaintyRisk | LeanObservationProcessOperations | EstimationEffortRisk | EstimationEffortAgile |