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| Criterion |  Product Discovery Jobs to Be Done |  Decision Making PERT Estimation |  Agile Affinity Estimation |  Agile Planning Poker |
|---|---|---|---|---|
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. | On complex initiatives, a plain average tends to understate just how uncertain the outcome really is. It separates options, evaluation criteria, and open risks. The result is captured as a PERT Estimate, Expected Value, and Risk Notes. | When many tasks need to be classified quickly, it sorts them by perceived effort and similarity. It reduces the effort of fine-grained estimation for large volumes. | When estimates within the team diverge too much, it puts differing expectations on a common test bench. It separates rough complexity from unspoken assumptions. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 1-3 Wochen | 15-45 min | 30-90 min | 2-5 min je Item |
Participantsdifferent | 5-12 Interviews | 1-8 | 3-12 | 3-9 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Job Stories, Outcome Statements, Opportunity List | PERT Estimate, Expected Value, Risk Notes | Affinity Size Map, Grouped Estimates, Unclear Items | Relative Estimates, Assumption Notes, Split Candidates |
Tagsno overlap | CustomerOutcomesNeeds | EstimationUncertaintyRisk | EstimationBacklogRelative sizing | EstimationAgileRelative sizingTeam |