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| Criterion |  Operations Process Mapping |  Facilitation Dot Estimation |  Agile Ideal Days |  Decision Making PERT Estimation |
|---|---|---|---|---|
Purposedifferent | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | 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. | 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. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 1-3 h | 5-20 min | 15-60 min | 15-45 min |
Participantsdifferent | 3-10 | 3-20 | 2-9 | 1-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Effort Heatmap, Risk Signals, Discussion Targets | Ideal Day Estimates, Assumption Notes, Capacity Caveats | PERT Estimate, Expected Value, Risk Notes |
Tagsno overlap | ProcessOperationsImprovement | EstimationEffortRisk | EstimationEffortAgile | EstimationUncertaintyRisk |