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| Criterion |  Innovation Lean Startup |  Decision Making PERT Estimation |  Agile Ideal Days |  Product Strategy Lean Canvas |
|---|---|---|---|---|
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. | 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. | When an early product bet still has too many open points, it brings target group, problem, and assumptions into a single view. It condenses the idea so core risks become nameable. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | Wochen bis Monate je Lernzyklus | 15-45 min | 15-60 min | 45-90 min |
Participantsdifferent | 2-8 | 1-8 | 2-9 | 1-6 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | PERT Estimate, Expected Value, Risk Notes | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Lean Canvas, Core Assumptions, Experiment Backlog |
Tagsno overlap | LeanStartupValidationMVP | EstimationUncertaintyRisk | EstimationEffortAgile | StartupLeanAssumptionsBusiness model |