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| Criterion |  Decision Making Three-Point Estimation |  Facilitation Dot Estimation |  Decision Making Decision Matrix |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
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. | 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 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. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 10-30 min je Item | 5-20 min | 45-90 min | 45-90 min |
Participantsdifferent | 1-8 | 3-20 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Three-Point Estimate, Risk Range, Assumption Notes | Effort Heatmap, Risk Signals, Discussion Targets | Decision Matrix, Scoring Rationale, Selected Option | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | EstimationUncertaintyForecasting | EstimationEffortRisk | DecisionCriteriaScoringTradeoffs | AssumptionsRiskDecisionDiscovery |