View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Systems Thinking Polarity Mapping |  Decision Making PERT Estimation |  Agile NoEstimates |  Facilitation Dot Estimation |
|---|---|---|---|---|
Purposedifferent | Polarity Mapping makes tensions between two opposing poles tangible, such as standardization and adaptation or control and autonomy. The method guards against making apparent either-or decisions prematurely. | 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 estimating slows a team down more than it helps, it shifts the focus to flow, small slices, and real lead time. It sorts work by value, risk, and delivery ability. The result is captured as Throughput Data, Flow Forecast, and Slicing Rules. | 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 | Medium | Low |
Timedifferent | 1-2 h | 15-45 min | laufend | 5-20 min |
Participantsdifferent | 3-12 | 1-8 | 2-12 | 3-20 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | PERT Estimate, Expected Value, Risk Notes | Throughput Data, Flow Forecast, Slicing Rules | Effort Heatmap, Risk Signals, Discussion Targets |
Tagsno overlap | Systems thinkingTradeoffsLeadership | EstimationUncertaintyRisk | EstimationForecastingFlow | EstimationEffortRisk |