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| Criterion |  Agile Ideal Days |  Decision Making Risk Matrix |  Product Discovery Dual-Track Agile |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
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. | When uncertainty and delivery run in parallel, it separates learning work from implementation while keeping both connected. It prevents unvalidated ideas from falling directly into the delivery stream. | 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. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | 15-60 min | 30-60 min | Laufend, Wochen bis Monate | 45-90 min |
Participantsdifferent | 2-9 | 3-10 | 4-10 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Risk Matrix, Top Risk List | Discovery Backlog, Delivery Backlog, Experiment-Ergebnisse, Validierte Stories | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | EstimationEffortAgile | RiskDecisionPrioritizationAssessment | AgileDiscoveryDelivery | AssumptionsRiskDecisionDiscovery |