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| Criterion |  Agile NoEstimates |  Business Strategy TOWS Matrix |  Decision Making Option Framing |  Decision Making Decision Framing Workshop |
|---|---|---|---|---|
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. | 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. | In early decisions, alternatives are often still vague, incomplete, or blended together. Option Framing brings every possibility into a comparable form and makes visible which variant actually fits the question. | When a decision is poorly framed, even good answers deliver little value. A Decision Framing Workshop sharpens the problem, goal, and boundaries before the actual weighing begins. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | laufend | 1-2 h | 45-120 min | 60-120 min |
Participantsdifferent | 2-12 | 3-10 | 3-8 | 4-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Throughput Data, Flow Forecast, Slicing Rules | TOWS Matrix, Strategic Options, Priority Actions | Option Frames, Assumption Notes, Comparable Shortlist, Decision Inputs | Decision Frame, Decision Question, Criteria List, Evidence Plan |
Tagsno overlap | EstimationForecastingFlow | StrategyAnalysisOptions | OptionsDecision framingStrategyComparison | Decision framingAlignmentCriteriaOptions |