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| Criterion |  Business Strategy Scenario Planning |  Decision Making Three-Point Estimation |  Agile NoEstimates |  Product Strategy Impact Mapping |
|---|---|---|---|---|
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. | A single estimate for effort, time, or risk often looks too smooth for the real uncertainty behind it. It separates options, evaluation criteria, and open risks. The result is captured as a Three-Point Estimate, Risk Range, and Assumption 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. | 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. |
Complexitydifferent | High | Medium | Medium | Medium |
Timedifferent | 0.5-2 Tage | 10-30 min je Item | laufend | 45-90 min |
Participantsdifferent | 4-12 | 1-8 | 2-12 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Scenario Set, Strategic Implications, Robust Options | Three-Point Estimate, Risk Range, Assumption Notes | Throughput Data, Flow Forecast, Slicing Rules | Impact Map, Outcome Hypotheses, Delivery Options |
Tagsno overlap | StrategyUncertaintyPlanning | EstimationUncertaintyForecasting | EstimationForecastingFlow | OutcomesStrategyBehaviorPlanning |