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| Criterion |  Decision Making Three-Point Estimation |  Operations After-Action Review |  Agile Ideal Days |
|---|---|---|---|
Purposedifferent | A single estimate for effort, time, or risk often looks too smooth for the real uncertainty behind it. It separates options, evaluation criteria, and open risks. The result is captured as a Three-Point Estimate, Risk Range, and Assumption Notes. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | 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 | Medium | Low | Low |
Timedifferent | 10-30 min je Item | 20-45 min | 15-60 min |
Participantsdifferent | 1-8 | 3-12 | 2-9 |
Formatsame | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Three-Point Estimate, Risk Range, Assumption Notes | Lessons learned, Action items, Event summary | Ideal Day Estimates, Assumption Notes, Capacity Caveats |
Tagsno overlap | EstimationUncertaintyForecasting | LearningOperationsImprovement | EstimationEffortAgile |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
