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| Criterion |  Agile NoEstimates |  Decision Making Decision Tree |  Business Strategy TOWS Matrix |  Product Strategy DIBB |
|---|---|---|---|---|
Purposedifferent | 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. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | The TOWS Matrix connects internal strengths and weaknesses with external opportunities and threats into action-oriented strategies. It goes a step further than a pure stocktaking. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | laufend | 30-90 min | 1-2 h | 1-2 h |
Participantsdifferent | 2-12 | 1-6 | 3-10 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Throughput Data, Flow Forecast, Slicing Rules | Decision Tree, Option Map, Assumption List | TOWS Matrix, Strategic Options, Priority Actions | DIBB document, Belief list, Bet list, Learning report |
Tagsno overlap | EstimationForecastingFlow | DecisionTreeOptions | StrategyAnalysisOptions | StrategyDecisionAssumptionsHypothesis |