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| Criterion |  Agile Ideal Days |  Decision Making Three-Point Estimation |  Product Strategy DIBB |  Decision Making Force Field 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. | A single estimate for effort, time, or risk often looks too smooth for the real uncertainty behind it. It separates options, evaluation criteria, and open risks. The result is captured as a Three-Point Estimate, Risk Range, and Assumption 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. | 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. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 15-60 min | 10-30 min je Item | 1-2 h | 45-90 min |
Participantsdifferent | 2-9 | 1-8 | 2-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Three-Point Estimate, Risk Range, Assumption Notes | DIBB document, Belief list, Bet list, Learning report | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | EstimationEffortAgile | EstimationUncertaintyForecasting | StrategyDecisionAssumptionsHypothesis | ChangeDecisionStrategy |