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Selected:Lean StartupARID (Active Reviews for Intermediate Designs)Impact MappingGetting Things Done
| Criterion |  Innovation Lean Startup |  Architecture ARID (Active Reviews for Intermediate Designs) |  Product Strategy Impact Mapping |  Operations Getting Things Done |
|---|---|---|---|---|
Purposedifferent | For uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. | ARID examines how well developers can work with a technical design. It focuses on a part of the system that can still be revised, between the architecture overview and the detailed specification. | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | Wochen bis Monate je Lernzyklus | 2–4 h review as a planning range; preparation and evaluation additional | 45-90 min | 1-2 h Setup, laufend |
Participantsdifferent | 2-8 | Designers, developers as users, and facilitation | 3-8 | 1 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Async |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Prioritized development tasks, Jointly produced code or pseudocode, Observed difficulties and open design questions, Proposed design revisions | Impact Map, Outcome Hypotheses, Delivery Options | Action Lists, Project List, Review Routine |
Tagsno overlap | LeanStartupValidationMVP | ArchitectureEngineeringFeedbackValidationTasks | OutcomesStrategyBehaviorPlanning | ProductivityPlanningTasksExecution |