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| Criterion |  Operations Visual Management |  Decision Making Assumption Surfacing |  Agile Ideal Days |  Product Discovery Assumption Mapping |
|---|---|---|---|---|
Purposedifferent | With high tempo and many parallel topics, the method makes status, deviations, and priorities visible at a glance. It reduces search effort and prevents what matters from getting lost in daily work. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | When effort needs to be thought of as real working time, it offers a simple common denominator for comparison. It sorts work by value, risk, and delivery ability. The result is captured as Ideal Day Estimates, Assumption Notes, and Capacity Caveats. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. |
Complexitydifferent | Low | Low | Low | Medium |
Timedifferent | Ongoing | 45-90 min | 15-60 min | 45-60 min |
Participantsdifferent | 1-20 | 2-8 | 2-9 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Assumption List, Critical Assumptions, Learning Plan | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Assumption map, Test backlog, Risk ranking |
Tagsno overlap | SignalsOperationsVisual management | AssumptionsRiskDecisionDiscovery | EstimationEffortAgile | AssumptionsRiskExperimentsValidation |