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| Criterion |  Operations Visual Management |  Facilitation Dot Estimation |  Decision Making Assumption Surfacing |  Agile Ideal Days |
|---|---|---|---|---|
Purposedifferent | With high tempo and many parallel topics, the method makes status, deviations, and priorities visible at a glance. It reduces search effort and prevents what matters from getting lost in daily work. | 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. | 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. | 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | Ongoing | 5-20 min | 45-90 min | 15-60 min |
Participantsdifferent | 1-20 | 3-20 | 2-8 | 2-9 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Effort Heatmap, Risk Signals, Discussion Targets | Assumption List, Critical Assumptions, Learning Plan | Ideal Day Estimates, Assumption Notes, Capacity Caveats |
Tagsno overlap | SignalsOperationsVisual management | EstimationEffortRisk | AssumptionsRiskDecisionDiscovery | EstimationEffortAgile |