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| Criterion |  Agile NoEstimates |  Decision Making PERT Estimation |  Innovation Design Charrette |
|---|---|---|---|
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. | 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. | In a tightly timed design process with many participants, the method pools several lines of thinking in a short time. It brings parallel design energy without letting the discussion tip into endless coordination. This quickly produces solid directions for architecture or space. |
Complexitysame | Medium | Medium | Medium |
Timedifferent | laufend | 15-45 min | Halber Tag bis mehrere Tage |
Participantsdifferent | 2-12 | 1-8 | 10-50 |
Formatdifferent | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Throughput Data, Flow Forecast, Slicing Rules | PERT Estimate, Expected Value, Risk Notes | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction |
Tagsno overlap | EstimationForecastingFlow | EstimationUncertaintyRisk | BrainstormingWorkshopCollaborationIdeation |
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