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| Criterion |  Operations Waste Analysis |  Product Strategy Lean Canvas |  Decision Making PERT Estimation |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
Purposedifferent | For a process that keeps people busy but creates little value, the method exposes waste. It directs attention to unnecessary movement, waiting times, rework, and overdelivery. | When an early product bet still has too many open points, it brings target group, problem, and assumptions into a single view. It condenses the idea so core risks become nameable. | On complex initiatives, a plain average tends to understate just how uncertain the outcome really is. It separates options, evaluation criteria, and open risks. The result is captured as a PERT Estimate, Expected Value, and Risk Notes. | 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. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 45-120 min | 45-90 min | 15-45 min | 45-90 min |
Participantsdifferent | 2-8 | 1-6 | 1-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Lean Canvas, Core Assumptions, Experiment Backlog | PERT Estimate, Expected Value, Risk Notes | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | WasteLeanProcess improvement | StartupLeanAssumptionsBusiness model | EstimationUncertaintyRisk | AssumptionsRiskDecisionDiscovery |