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| Criterion |  Facilitation Team Charter |  Decision Making PERT Estimation |  Facilitation Dot Estimation |  Agile Planning Poker |
|---|---|---|---|---|
Purposedifferent | When a team is starting fresh or working past each other, Team Charter clarifies the shared working basis. It visibly sets out how collaboration, decision paths, and mutual conduct should work day to day. | 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 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 estimates within the team diverge too much, it puts differing expectations on a common test bench. It separates rough complexity from unspoken assumptions. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 2-4 h | 15-45 min | 5-20 min | 2-5 min je Item |
Participantsdifferent | 3-12 | 1-8 | 3-20 | 3-9 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Team Charter, Working Norms, Role Notes | PERT Estimate, Expected Value, Risk Notes | Effort Heatmap, Risk Signals, Discussion Targets | Relative Estimates, Assumption Notes, Split Candidates |
Tagsno overlap | TeamAlignmentCollaboration | EstimationUncertaintyRisk | EstimationEffortRisk | EstimationAgileRelative sizingTeam |