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| Criterion |  Agile T-Shirt Sizing |  Facilitation Dot Estimation |  Operations Root Cause Analysis |  Agile Ideal Days |
|---|---|---|---|---|
Purposedifferent | When effort only needs to be classified roughly, it makes comparability more important than false precision. It helps sort work quickly into manageable sizes. | 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 a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. | 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 | Low | Low | Medium | Low |
Timedifferent | 15-45 min | 5-20 min | 1-4 h | 15-60 min |
Participantsdifferent | 2-12 | 3-20 | 3-8 | 2-9 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Size Buckets, Rough Backlog Map, Split Candidates | Effort Heatmap, Risk Signals, Discussion Targets | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | Ideal Day Estimates, Assumption Notes, Capacity Caveats |
Tagsno overlap | EstimationAgileRoadmap | EstimationEffortRisk | Root causeProblem solvingQualityIncident | EstimationEffortAgile |