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| Criterion |  Agile WSJF |  Decision Making PERT Estimation |  Decision Making Assumption Surfacing |  Product Discovery Assumption Mapping |
|---|---|---|---|---|
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. | 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 assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. |
Complexitydifferent | High | Medium | Low | Medium |
Timedifferent | 45-90 min | 15-45 min | 45-90 min | 45-60 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 List, Critical Assumptions, Learning Plan | Assumption map, Test backlog, Risk ranking |
Tagsno overlap | LeanEconomicsSequencePrioritization | EstimationUncertaintyRisk | AssumptionsRiskDecisionDiscovery | AssumptionsRiskExperimentsValidation |