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| Criterion |  Product Discovery Jobs to Be Done |  Product Discovery Kano Model |  Delivery MoSCoW |  Decision Making Impact Filter |
|---|---|---|---|---|
Purposedifferent | When switching motives and progress are unclear, it reconstructs the situation from real customer circumstances. It shows why a switch happens and what kind of progress is being sought. | When features need to be distinguished by their effect on satisfaction, it makes expectations and surprises comparable. It separates basic needs, performance contribution, and delight. | When a release carries too many demands and priorities are only ever negotiated, MoSCoW creates clear boundaries for the next cut. Must, Should, Could, and Won't make commitment, room for maneuver, and trade-off logic visible to everyone involved. | With new ideas or requests, the conversation often turns to solutions too early and to effect too little. An Impact Filter forces the initiative into an effect perspective and checks whether it creates a relevant difference. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 1-3 Wochen | 1-2 Tage | 30-90 min | 20-45 min |
Participantsdifferent | 5-12 Interviews | 10-50 | 3-12 | 1-6 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Job Stories, Outcome Statements, Opportunity List | Kano Matrix, Feature Classes, Priority Themes | Prioritized Backlog, Release Scope, Tradeoff Notes | Impact Filter, Success Criteria, Next Step |
Tagsno overlap | CustomerOutcomesNeeds | SatisfactionPrioritizationCustomer | PrioritizationScopeDecision | ImpactOutcomesFramingDecision |