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| Criterion |  Agile Ideal Days |  Decision Making Force Field Analysis |  Decision Making Wideband Delphi |  Product Strategy DIBB |
|---|---|---|---|---|
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. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | A single opinion rarely holds up for planning when the future is genuinely uncertain. It separates options, evaluation criteria, and open risks. The result is captured as an Estimate Range, Assumption Log, and Expert Consensus Notes. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. |
Complexitydifferent | Low | Low | High | Low |
Timedifferent | 15-60 min | 45-90 min | 1-4 h or multiple rounds | 1-2 h |
Participantsdifferent | 2-9 | 3-12 | 4-12 Experten | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Force Field Map, Change Levers, Risk Notes | Estimate Range, Assumption Log, Expert Consensus Notes | DIBB document, Belief list, Bet list, Learning report |
Tagsno overlap | EstimationEffortAgile | ChangeDecisionStrategy | EstimationExpertsForecasting | StrategyDecisionAssumptionsHypothesis |