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| Criterion |  Agile Ideal Days |  Decision Making Assumption Surfacing |  Decision Making Decision Rights Mapping |  Product Discovery Assumption Mapping |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | 15-60 min | 45-90 min | 90-180 min | 45-60 min |
Participantsdifferent | 2-9 | 2-8 | 4-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Assumption List, Critical Assumptions, Learning Plan | Decision Rights Matrix, Agreement | Assumption map, Test backlog, Risk ranking |
Tagsno overlap | EstimationEffortAgile | AssumptionsRiskDecisionDiscovery | DecisionGovernanceAlignmentResponsibility | AssumptionsRiskExperimentsValidation |