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| Criterion |  Decision Making Three-Point Estimation |  Business Strategy TOWS Matrix |  Business Strategy Scenario Planning |  Product Strategy Impact Mapping |
|---|---|---|---|---|
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. | 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. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | 10-30 min je Item | 1-2 h | 0.5-2 Tage | 45-90 min |
Participantsdifferent | 1-8 | 3-10 | 4-12 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Three-Point Estimate, Risk Range, Assumption Notes | TOWS Matrix, Strategic Options, Priority Actions | Scenario Set, Strategic Implications, Robust Options | Impact Map, Outcome Hypotheses, Delivery Options |
Tagsno overlap | EstimationUncertaintyForecasting | StrategyAnalysisOptions | StrategyUncertaintyPlanning | OutcomesStrategyBehaviorPlanning |