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| Criterion |  Decision Making PERT Estimation |  Team Design Team Topologies Interaction Modes |  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 several teams collaborate repeatedly, it describes the right interaction mode for each interface between them. It clarifies responsibility, interaction, and load between teams. The result is captured as an interaction heat map and pairwise agreements. | 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 | Medium | Low |
Timedifferent | 15-45 min | Half day | 15-60 min |
Participantsdifferent | 1-8 | Team-Leads plus Architecture | 2-9 |
Formatdifferent | Workshop + async | Workshop | Workshop + async |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Interaction Heat Map, Agreements per Pair | Ideal Day Estimates, Assumption Notes, Capacity Caveats |
Tagsno overlap | EstimationUncertaintyRisk | TeamAlignmentCollaborationOrganization | EstimationEffortAgile |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
