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| Criterion |  Delivery MoSCoW |  Innovation Lean Startup |  Decision Making Assumption Surfacing |  Product Strategy Lean Canvas |
|---|---|---|---|---|
Purposedifferent | When a release carries too many demands and priorities are only ever negotiated, MoSCoW creates clear boundaries for the next cut. Must, Should, Could, and Won't make commitment, room for maneuver, and trade-off logic visible to everyone involved. | 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. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | 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 | Low | Medium | Low | Medium |
Timedifferent | 30-90 min | Wochen bis Monate je Lernzyklus | 45-90 min | 45-90 min |
Participantsdifferent | 3-12 | 2-8 | 2-8 | 1-6 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Prioritized Backlog, Release Scope, Tradeoff Notes | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Assumption List, Critical Assumptions, Learning Plan | Lean Canvas, Core Assumptions, Experiment Backlog |
Tagsno overlap | PrioritizationScopeDecision | LeanStartupValidationMVP | AssumptionsRiskDecisionDiscovery | StartupLeanAssumptionsBusiness model |