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| Criterion |  Decision Making PERT Estimation |  Agile Ideal Days |  Growth A/B Testing |  Product Discovery Smoke Test |
|---|---|---|---|---|
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 effort needs to be thought of as real working time, it offers a simple common denominator for comparison. It sorts work by value, risk, and delivery ability. The result is captured as Ideal Day Estimates, Assumption Notes, and Capacity Caveats. | 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. | When demand only needs to be roughly verified, it tests interest with minimal effort. It measures whether people would take a next step at all. |
Complexitydifferent | Medium | Low | High | Low |
Timedifferent | 15-45 min | 15-60 min | 1-4 Wochen | 1-5 Tage |
Participantsdifferent | 1-8 | 2-9 | 1-6 | Nutzertraffic |
Formatdifferent | Workshop + async | Workshop + async | Async | Async |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Experiment results, Decision log, Learning summary | Interest Metrics, Conversion Signal, Learning Note |
Tagsno overlap | EstimationUncertaintyRisk | EstimationEffortAgile | ExperimentsGrowthAnalyticsValidation | ValidationExperimentsDemandGrowth |