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| Criterion |  Growth Golden Circle |  Team Design Team API |  Decision Making PERT Estimation |  Agile Planning Poker |
|---|---|---|---|---|
Purposedifferent | In positioning and communication, what an offering actually stands for often becomes blurred. The Golden Circle sharpens a product's inner rationale and connects purpose, approach, and offering into a clear statement. | When expectations between teams stay fuzzy, it describes how a team can be reached, used, and held accountable. It clarifies responsibility, interaction, and load between teams. The result is captured as a Team API document. | 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 estimates within the team diverge too much, it puts differing expectations on a common test bench. It separates rough complexity from unspoken assumptions. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | 30-60 min | Half day initial, dann laufend | 15-45 min | 2-5 min je Item |
Participantsdifferent | 1-8 | Ein Team plus Stakeholder | 1-8 | 3-9 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Why Statement, Messaging Notes, Positioning Draft | Team API Document | PERT Estimate, Expected Value, Risk Notes | Relative Estimates, Assumption Notes, Split Candidates |
Tagsno overlap | MarketingPositioningCommunication | TeamAlignmentCommunicationService | EstimationUncertaintyRisk | EstimationAgileRelative sizingTeam |