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| Criterion |  Decision Making PERT Estimation |  Product Discovery Assumption Mapping |  Business Strategy Value Chain Analysis |
|---|---|---|---|
Purposedifferent | 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. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. |
Complexitydifferent | Medium | Medium | High |
Timedifferent | 15-45 min | 45-60 min | Half day |
Participantsdifferent | 1-8 | 2-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Assumption map, Test backlog, Risk ranking | Value Chain Map, Lever List |
Tagsno overlap | EstimationUncertaintyRisk | AssumptionsRiskExperimentsValidation | StrategyBusiness modelDiagnosisAnalysis |
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