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| Criterion |  Agile NoEstimates |  Product Strategy Impact Mapping |  Decision Making Three-Point Estimation |  Business Strategy Scenario Planning |
|---|---|---|---|---|
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. | A single estimate for effort, time, or risk often looks too smooth for the real uncertainty behind it. It separates options, evaluation criteria, and open risks. The result is captured as a Three-Point Estimate, Risk Range, and Assumption Notes. | Scenario Planning opens the view to several plausible futures instead of a single forecast. The method protects strategies from depending on too narrow an expected path. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | laufend | 45-90 min | 10-30 min je Item | 0.5-2 Tage |
Participantsdifferent | 2-12 | 3-8 | 1-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Throughput Data, Flow Forecast, Slicing Rules | Impact Map, Outcome Hypotheses, Delivery Options | Three-Point Estimate, Risk Range, Assumption Notes | Scenario Set, Strategic Implications, Robust Options |
Tagsno overlap | EstimationForecastingFlow | OutcomesStrategyBehaviorPlanning | EstimationUncertaintyForecasting | StrategyUncertaintyPlanning |