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| Criterion |  Product Discovery Jobs to Be Done |  Decision Making PERT Estimation |  Agile NoEstimates |
|---|---|---|---|
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 estimating slows a team down more than it helps, it shifts the focus to flow, small slices, and real lead time. It sorts work by value, risk, and delivery ability. The result is captured as Throughput Data, Flow Forecast, and Slicing Rules. |
Complexitysame | Medium | Medium | Medium |
Timedifferent | 1-3 Wochen | 15-45 min | laufend |
Participantsdifferent | 5-12 Interviews | 1-8 | 2-12 |
Formatsame | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Job Stories, Outcome Statements, Opportunity List | PERT Estimate, Expected Value, Risk Notes | Throughput Data, Flow Forecast, Slicing Rules |
Tagsno overlap | CustomerOutcomesNeeds | EstimationUncertaintyRisk | EstimationForecastingFlow |
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