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| Criterion |  Decision Making PERT Estimation |  Product Strategy DIBB |  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. | 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. | 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 | Low | High |
Timedifferent | 15-45 min | 1-2 h | Half day |
Participantsdifferent | 1-8 | 2-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | DIBB document, Belief list, Bet list, Learning report | Value Chain Map, Lever List |
Tagsno overlap | EstimationUncertaintyRisk | StrategyDecisionAssumptionsHypothesis | StrategyBusiness modelDiagnosisAnalysis |
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