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| Criterion |  Agile Ideal Days |  Decision Making Constraint Analysis |  Facilitation Decision Jam |  Decision Making Decision Tree |
|---|---|---|---|---|
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. | 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 a decision is stuck, Decision Jam loosens the knot through structured separation of problem, idea, and selection. The format creates movement without jumping prematurely at the first seemingly elegant answer. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. |
Complexitydifferent | Low | Low | Low | Medium |
Timedifferent | 15-60 min | 30-90 min | 60-90 min | 30-90 min |
Participantsdifferent | 2-9 | 2-8 | 4-10 | 1-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Problem Cluster, Prioritized Challenge, Experiment | Decision Tree, Option Map, Assumption List |
Tagsno overlap | EstimationEffortAgile | ConstraintsDecisionPlanningOptions | FacilitationDecisionProblem solvingWorkshop | DecisionTreeOptions |