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| Criterion |  Decision Making Three-Point Estimation |  Business Strategy TOWS Matrix |  Agile NoEstimates |  Decision Making Option Framing |
|---|---|---|---|---|
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. | The TOWS Matrix connects internal strengths and weaknesses with external opportunities and threats into action-oriented strategies. It goes a step further than a pure stocktaking. | 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. | In early decisions, alternatives are often still vague, incomplete, or blended together. Option Framing brings every possibility into a comparable form and makes visible which variant actually fits the question. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 10-30 min je Item | 1-2 h | laufend | 45-120 min |
Participantsdifferent | 1-8 | 3-10 | 2-12 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Three-Point Estimate, Risk Range, Assumption Notes | TOWS Matrix, Strategic Options, Priority Actions | Throughput Data, Flow Forecast, Slicing Rules | Option Frames, Assumption Notes, Comparable Shortlist, Decision Inputs |
Tagsno overlap | EstimationUncertaintyForecasting | StrategyAnalysisOptions | EstimationForecastingFlow | OptionsDecision framingStrategyComparison |