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| Criterion |  Agile WSJF |  Decision Making PERT Estimation |  Product Discovery Assumption Mapping |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
Purposedifferent | When many tasks compete for the same capacity, it orders work by economic impact. It makes time lost, benefit, and effort comparable together. | 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. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | 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 | High | Medium | Medium | Low |
Timedifferent | 45-90 min | 15-45 min | 45-60 min | 45-90 min |
Participantsdifferent | 3-10 | 1-8 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Ranked Backlog, Cost-of-Delay Assumptions | PERT Estimate, Expected Value, Risk Notes | Assumption map, Test backlog, Risk ranking | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | LeanEconomicsSequencePrioritization | EstimationUncertaintyRisk | AssumptionsRiskExperimentsValidation | AssumptionsRiskDecisionDiscovery |