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| Criterion |  Agile Bucket System |  Product Strategy Impact Mapping |  Business Strategy Scenario Planning |  Decision Making PERT Estimation |
|---|---|---|---|---|
Purposedifferent | When a large batch of work needs a fast, rough estimate, it sorts items into predefined size buckets. It sorts work by value, risk, and delivery ability. The result is captured as a Bucketed Backlog, Relative Estimates, and Split Candidates. | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | Scenario Planning opens the view to several plausible futures instead of a single forecast. The method protects strategies from depending on too narrow an expected path. | 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 | Medium | High | Medium |
Timedifferent | 30-90 min | 45-90 min | 0.5-2 Tage | 15-45 min |
Participantsdifferent | 3-12 | 3-8 | 4-12 | 1-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Bucketed Backlog, Relative Estimates, Split Candidates | Impact Map, Outcome Hypotheses, Delivery Options | Scenario Set, Strategic Implications, Robust Options | PERT Estimate, Expected Value, Risk Notes |
Tagsno overlap | EstimationBacklogRelative sizing | OutcomesStrategyBehaviorPlanning | StrategyUncertaintyPlanning | EstimationUncertaintyRisk |