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| Criterion |  Decision Making PERT Estimation |  Facilitation Team Charter |  Facilitation Dot Estimation |  Facilitation Expectation Mapping |
|---|---|---|---|---|
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 team is starting fresh or working past each other, Team Charter clarifies the shared working basis. It visibly sets out how collaboration, decision paths, and mutual conduct should work day to day. | 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 roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 15-45 min | 2-4 h | 5-20 min | 45-90 min |
Participantsdifferent | 1-8 | 3-12 | 3-20 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Team Charter, Working Norms, Role Notes | Effort Heatmap, Risk Signals, Discussion Targets | Expectation Map, Alignment Notes, Agreements |
Tagsno overlap | EstimationUncertaintyRisk | TeamAlignmentCollaboration | EstimationEffortRisk | AlignmentStakeholdersTeam |