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| Criterion |  Decision Making PERT Estimation |  Business Strategy Balanced Scorecard |  Product Discovery Assumption Mapping |  Growth A/B Testing |
|---|---|---|---|---|
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. | Balanced Scorecard translates strategy into a few interconnected perspectives and metrics. It holds impact, steering, and learning together in daily work instead of narrowing strategy down to financial figures. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | When two variants compete, discussions quickly decide by taste rather than effect. A/B Testing checks behavior under controlled conditions and separates real improvement from chance or expectation effects. |
Complexitydifferent | Medium | High | Medium | High |
Timedifferent | 15-45 min | Halber Tag bis mehrere Wochen | 45-60 min | 1-4 Wochen |
Participantsdifferent | 1-8 | 4-12 | 2-8 | 1-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Async |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Balanced Scorecard, Strategic Measures, Initiative Map | Assumption map, Test backlog, Risk ranking | Experiment results, Decision log, Learning summary |
Tagsno overlap | EstimationUncertaintyRisk | StrategyMetricsExecution | AssumptionsRiskExperimentsValidation | ExperimentsGrowthAnalyticsValidation |