View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Innovation Lean Startup |  Decision Making PERT Estimation |  Product Discovery Pretotyping |  Product Discovery Assumption Mapping |
|---|---|---|---|---|
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. | Pretotyping clarifies whether a customer problem and solution idea create enough real demand. It separates problem, assumption, solution, and evidence, and captures the result as a pretotyping sketch, test setup, and conversion data. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | Wochen bis Monate je Lernzyklus | 15-45 min | Stunden bis wenige Tage | 45-60 min |
Participantsdifferent | 2-8 | 1-8 | 1-4 | 2-8 |
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 | Pretotyping sketch, Test setup, Conversion data, Go or no-go decision | Assumption map, Test backlog, Risk ranking |
Tagsno overlap | LeanStartupValidationMVP | EstimationUncertaintyRisk | ValidationDemandMVP | AssumptionsRiskExperimentsValidation |