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| Criterion |  Business Strategy Scenario Planning |  Product Strategy Impact Mapping |  Agile Affinity Estimation |  Decision Making PERT Estimation |
|---|---|---|---|---|
Purposedifferent | Scenario Planning opens the view to several plausible futures instead of a single forecast. The method protects strategies from depending on too narrow an expected path. | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | When many tasks need to be classified quickly, it sorts them by perceived effort and similarity. It reduces the effort of fine-grained estimation for large volumes. | 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. |
Complexitydifferent | High | Medium | Medium | Medium |
Timedifferent | 0.5-2 Tage | 45-90 min | 30-90 min | 15-45 min |
Participantsdifferent | 4-12 | 3-8 | 3-12 | 1-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Scenario Set, Strategic Implications, Robust Options | Impact Map, Outcome Hypotheses, Delivery Options | Affinity Size Map, Grouped Estimates, Unclear Items | PERT Estimate, Expected Value, Risk Notes |
Tagsno overlap | StrategyUncertaintyPlanning | OutcomesStrategyBehaviorPlanning | EstimationBacklogRelative sizing | EstimationUncertaintyRisk |