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| Criterion |  Decision Making Three-Point Estimation |  Product Discovery Jobs to Be Done |  Agile NoEstimates |  Product Discovery Opportunity Scoring |
|---|---|---|---|---|
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 switching motives and progress are unclear, it reconstructs the situation from real customer circumstances. It shows why a switch happens and what kind of progress is being sought. | 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 opportunities need ranking by their effect, it makes importance and satisfaction directly comparable. It separates problem, assumption, solution, and evidence. The result is captured as an opportunity-score table and top outcomes. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 10-30 min je Item | 1-3 Wochen | laufend | 60-120 min |
Participantsdifferent | 1-8 | 5-12 Interviews | 2-12 | 3-6 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Three-Point Estimate, Risk Range, Assumption Notes | Job Stories, Outcome Statements, Opportunity List | Throughput Data, Flow Forecast, Slicing Rules | Opportunity Score Table, Top Outcomes |
Tagsno overlap | EstimationUncertaintyForecasting | CustomerOutcomesNeeds | EstimationForecastingFlow | PrioritizationDiscoveryOutcomesNeeds |