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| Criterion |  Agile Ideal Days |  Decision Making Decision Matrix |  Decision Making Decision Tree |  Decision Making Constraint Analysis |
|---|---|---|---|---|
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 several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. | 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. | 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. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 15-60 min | 45-90 min | 30-90 min | 30-90 min |
Participantsdifferent | 2-9 | 2-8 | 1-6 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Decision Matrix, Scoring Rationale, Selected Option | Decision Tree, Option Map, Assumption List | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | EstimationEffortAgile | DecisionCriteriaScoringTradeoffs | DecisionTreeOptions | ConstraintsDecisionPlanningOptions |