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Assumption-based planning methods include:
* Critical assumption planning (CAP) by D. Dunham & Co.<ref>{{Cite journal |last=Sykes |first=Hollister B. |last2=Dunham |first2=David |date=1995-11-01 |title=Critical assumption planning: A practical tool for managing business development risk |url=https://www.sciencedirect.com/science/article/pii/088390269500085M |journal=Journal of Business Venturing |volume=10 |issue=6 |pages=413–424 |doi=10.1016/0883-9026(95)00085-M |issn=0883-9026|url-access=subscription }}</ref>
* Assumption-based planning by [[RAND]] : raises the visibility of make-or-break uncertainties common to new ventures by forcing managers to admit what they don't know.
* Discovery-Driven Planning by [[Rita Gunther McGrath]] and Ian C. MacMillan.<ref>McGrath, R. G. & MacMillan, I. C. 1995. Discovery Driven Planning. Harvard Business Review, 73(4): 44-54.</ref><ref>McGrath, R. G. & MacMillan, I. C. 2009. Discovery Driven Growth: A Breakthrough Process to Reduce Risk and Seize Opportunity. Boston: Harvard Business Publishing</ref>
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== Process
[[File:ABP_process.png|thumb|320px|Assumption-based planning (ABP). The blue part of the figure depicts the process steps of a general assumption-based planning method, the white part identifies the separate deliverables. Every step is described in the assumption-based planning process list displayed below the picture.<ref>The modelling method in general is a result from a method engineering approach as proposed by the [[University of Utrecht]] in its "Method Engineering Encyclopedia"</ref>]]
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*[http://dgital.link/critical-assumption-planning Australian CAP Case Study]
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