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| Criterion |  Decision Making Risk Matrix |  Agile Ideal Days |  Decision Making Decision Matrix |  Facilitation Dot Estimation |
|---|---|---|---|---|
Purposedifferent | When a project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. | 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. | When several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. | 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 | Low | Low | Medium | Low |
Timedifferent | 30-60 min | 15-60 min | 45-90 min | 5-20 min |
Participantsdifferent | 3-10 | 2-9 | 2-8 | 3-20 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Risk Matrix, Top Risk List | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Decision Matrix, Scoring Rationale, Selected Option | Effort Heatmap, Risk Signals, Discussion Targets |
Tagsno overlap | RiskDecisionPrioritizationAssessment | EstimationEffortAgile | DecisionCriteriaScoringTradeoffs | EstimationEffortRisk |