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| Criterion |  Decision Making Pre-Mortem |  Agile Ideal Days |  Product Strategy DIBB |  Product Discovery Assumption Mapping |
|---|---|---|---|---|
Purposedifferent | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | 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. | 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. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. |
Complexitydifferent | Low | Low | Low | Medium |
Timedifferent | 20–45 min | 15-60 min | 1-2 h | 45-60 min |
Participantsdifferent | Small cross-functional group | 2-9 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Ideal Day Estimates, Assumption Notes, Capacity Caveats | DIBB document, Belief list, Bet list, Learning report | Assumption map, Test backlog, Risk ranking |
Tagsno overlap | RiskDecisionFailurePlanning | EstimationEffortAgile | StrategyDecisionAssumptionsHypothesis | AssumptionsRiskExperimentsValidation |