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| Criterion |  Decision Making Three-Point Estimation |  Facilitation Dot Voting |  Decision Making PERT Estimation |  Agile NoEstimates |
|---|---|---|---|---|
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 a workshop has produced too many options and the group needs to condense quickly, dot voting makes preferences visible in a short time. It bundles individual votes into a solid signal for the next selection. | 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 estimating slows a team down more than it helps, it shifts the focus to flow, small slices, and real lead time. It sorts work by value, risk, and delivery ability. The result is captured as Throughput Data, Flow Forecast, and Slicing Rules. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 10-30 min je Item | 5-15 min | 15-45 min | laufend |
Participantsdifferent | 1-8 | 3-20 | 1-8 | 2-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Three-Point Estimate, Risk Range, Assumption Notes | Ranked list, Consensus signal, Shortlist | PERT Estimate, Expected Value, Risk Notes | Throughput Data, Flow Forecast, Slicing Rules |
Tagsno overlap | EstimationUncertaintyForecasting | FacilitationVotingConsensusPrioritization | EstimationUncertaintyRisk | EstimationForecastingFlow |