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| Criterion |  Decision Making Constraint Analysis |  Agile Ideal Days |  Decision Making PERT Estimation |
|---|---|---|---|
Purposedifferent | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | 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. | 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 | Low | Low | Medium |
Timedifferent | 30-90 min | 15-60 min | 15-45 min |
Participantsdifferent | 2-8 | 2-9 | 1-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Ideal Day Estimates, Assumption Notes, Capacity Caveats | PERT Estimate, Expected Value, Risk Notes |
Tagsno overlap | ConstraintsDecisionPlanningOptions | EstimationEffortAgile | EstimationUncertaintyRisk |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
