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| Criterion |  Product Discovery Jobs to Be Done |  Decision Making PERT Estimation |  Agile Ideal Days |
|---|---|---|---|
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 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. |
Complexitydifferent | Medium | Medium | Low |
Timedifferent | 1-3 Wochen | 15-45 min | 15-60 min |
Participantsdifferent | 5-12 Interviews | 1-8 | 2-9 |
Formatsame | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Job Stories, Outcome Statements, Opportunity List | PERT Estimate, Expected Value, Risk Notes | Ideal Day Estimates, Assumption Notes, Capacity Caveats |
Tagsno overlap | CustomerOutcomesNeeds | EstimationUncertaintyRisk | EstimationEffortAgile |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
