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| Criterion |  Agile WSJF |  Decision Making PERT Estimation |  Facilitation Dot Estimation |  Decision Making Three-Point Estimation |
|---|---|---|---|---|
Purposedifferent | When many tasks compete for the same capacity, it orders work by economic impact. It makes time lost, benefit, and effort comparable together. | 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 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. | 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. |
Complexitydifferent | High | Medium | Low | Medium |
Timedifferent | 45-90 min | 15-45 min | 5-20 min | 10-30 min je Item |
Participantsdifferent | 3-10 | 1-8 | 3-20 | 1-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Ranked Backlog, Cost-of-Delay Assumptions | PERT Estimate, Expected Value, Risk Notes | Effort Heatmap, Risk Signals, Discussion Targets | Three-Point Estimate, Risk Range, Assumption Notes |
Tagsno overlap | LeanEconomicsSequencePrioritization | EstimationUncertaintyRisk | EstimationEffortRisk | EstimationUncertaintyForecasting |