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| Criterion |  Decision Making Three-Point Estimation |  Decision Making Decision Matrix |  Agile NoEstimates |  Decision Making Trade-off Analysis |
|---|---|---|---|---|
Purposedifferent | 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 several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. | 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. | With limited resources, quality, speed, cost, and risk almost always compete with each other. Trade-off Analysis makes these tensions explicit and prevents decisions from producing hidden side effects. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 10-30 min je Item | 45-90 min | laufend | 45-120 min |
Participantsdifferent | 1-8 | 2-8 | 2-12 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Three-Point Estimate, Risk Range, Assumption Notes | Decision Matrix, Scoring Rationale, Selected Option | Throughput Data, Flow Forecast, Slicing Rules | Trade-off Matrix, Criteria List, Decision Rationale, Accepted Downsides |
Tagsno overlap | EstimationUncertaintyForecasting | DecisionCriteriaScoringTradeoffs | EstimationForecastingFlow | TradeoffsDecisionCriteriaOptions |