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| Criterion |  Decision Making PERT Estimation |  Agile NoEstimates |  Innovation Design Charrette |  Innovation Lotus Blossom |
|---|---|---|---|---|
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 estimating slows a team down more than it helps, it shifts the focus to flow, small slices, and real lead time. It sorts work by value, risk, and delivery ability. The result is captured as Throughput Data, Flow Forecast, and Slicing Rules. | In a tightly timed design process with many participants, the method pools several lines of thinking in a short time. It brings parallel design energy without letting the discussion tip into endless coordination. This quickly produces solid directions for architecture or space. | When a central question feels too large, the method breaks it into neighboring topic fields with their own depth of ideation. It holds structure and openness at the same time, so adjacent perspectives don't get lost. This grows an idea space out of a core problem. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 15-45 min | laufend | Halber Tag bis mehrere Tage | 45-90 min |
Participantsdifferent | 1-8 | 2-12 | 10-50 | 3-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Throughput Data, Flow Forecast, Slicing Rules | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction | Lotus Diagram, Idea Themes, Shortlist |
Tagsno overlap | EstimationUncertaintyRisk | EstimationForecastingFlow | BrainstormingWorkshopCollaborationIdeation | BrainstormingIdeationCreativityDivergenceWorkshop |