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| Criterion |  Agile NoEstimates |  Product Strategy Impact Mapping |  Decision Making Pre-Mortem |
|---|---|---|---|
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. | 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. | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. |
Complexitydifferent | Medium | Medium | Low |
Timedifferent | laufend | 45-90 min | 20–45 min |
Participantsdifferent | 2-12 | 3-8 | Small cross-functional group |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | Throughput Data, Flow Forecast, Slicing Rules | Impact Map, Outcome Hypotheses, Delivery Options | Risk list, Mitigation plan, Assumption log |
Tagsno overlap | EstimationForecastingFlow | OutcomesStrategyBehaviorPlanning | RiskDecisionFailurePlanning |
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