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| Criterion |  Decision Making PERT Estimation |  Decision Making Assumption Surfacing |  Business Strategy Value Chain Analysis |  Product Strategy DIBB |
|---|---|---|---|---|
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. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | 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. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. |
Complexitydifferent | Medium | Low | High | Low |
Timedifferent | 15-45 min | 45-90 min | Half day | 1-2 h |
Participantsdifferent | 1-8 | 2-8 | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Assumption List, Critical Assumptions, Learning Plan | Value Chain Map, Lever List | DIBB document, Belief list, Bet list, Learning report |
Tagsno overlap | EstimationUncertaintyRisk | AssumptionsRiskDecisionDiscovery | StrategyBusiness modelDiagnosisAnalysis | StrategyDecisionAssumptionsHypothesis |