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| Criterion |  Decision Making PERT Estimation |  Agile Ideal Days |  Growth Flywheel |  Growth Hooked Model |
|---|---|---|---|---|
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. | Growth often breaks down where a reinforcing mechanism builds up too much friction. A Flywheel shows the cycle of value, repetition, and reinforcement meant to sustain growth. | The Hooked Model helps clarify engagement loops, user behavior, and experiments. It makes repeat behavior measurable and captures the result as a hooked loop, trigger map, and reward design. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 15-45 min | 15-60 min | 60-120 min | Multiple workshops over several weeks |
Participantsdifferent | 1-8 | 2-9 | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Flywheel Map, Friction Points, Growth Levers, Experiment Backlog | Hooked loop, Trigger map, Reward design, Ethics check |
Tagsno overlap | EstimationUncertaintyRisk | EstimationEffortAgile | GrowthRetentionConversion | GrowthBehaviorRetention |