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| Criterion |  Decision Making Three-Point Estimation |  Agile Ideal Days |  Systems Thinking Evaporating Cloud |  Decision Making PERT Estimation |
|---|---|---|---|---|
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 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. | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | 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. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 10-30 min je Item | 15-60 min | 60-120 min | 15-45 min |
Participantsdifferent | 1-8 | 2-9 | 2-8 | 1-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Three-Point Estimate, Risk Range, Assumption Notes | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | PERT Estimate, Expected Value, Risk Notes |
Tagsno overlap | EstimationUncertaintyForecasting | EstimationEffortAgile | Theory of ConstraintsAssumptionsSystems thinking | EstimationUncertaintyRisk |