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| Criterion |  Agile Ideal Days |  Decision Making Risk Matrix |  Decision Making Assumption Surfacing |  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. | When a project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. | 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. | 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 15-60 min | 30-60 min | 45-90 min | 1-2 h |
Participantsdifferent | 2-9 | 3-10 | 2-8 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Risk Matrix, Top Risk List | Assumption List, Critical Assumptions, Learning Plan | DIBB document, Belief list, Bet list, Learning report |
Tagsno overlap | EstimationEffortAgile | RiskDecisionPrioritizationAssessment | AssumptionsRiskDecisionDiscovery | StrategyDecisionAssumptionsHypothesis |