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| Criterion |  Operations ABC Analysis |  Decision Making PERT Estimation |  Decision Making Delphi Method |  Decision Making Risk Matrix |
|---|---|---|---|---|
Purposedifferent | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | 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 knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | When a project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. |
Complexitydifferent | Low | Medium | High | Low |
Timedifferent | 30-60 min | 15-45 min | 1-4 Wochen | 30-60 min |
Participantsdifferent | 1-5 | 1-8 | 6-30 Experten | 3-10 |
Formatdifferent | Async | Workshop + async | Async | Workshop + async |
Outputdifferent | ABC Classification, Focus Rules, Control List | PERT Estimate, Expected Value, Risk Notes | Expert Forecast, Consensus Range, Assumption Notes | Risk Matrix, Top Risk List |
Tagsno overlap | PrioritizationOperationsPortfolio | EstimationUncertaintyRisk | ForecastingExpertsDecisionStrategy | RiskDecisionPrioritizationAssessment |