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| Criterion |  Operations ABC Analysis |  Decision Making Three-Point Estimation |  Decision Making Wideband Delphi |  Decision Making PERT Estimation |
|---|---|---|---|---|
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. | A single estimate for effort, time, or risk often looks too smooth for the real uncertainty behind it. It separates options, evaluation criteria, and open risks. The result is captured as a Three-Point Estimate, Risk Range, and Assumption Notes. | A single opinion rarely holds up for planning when the future is genuinely uncertain. It separates options, evaluation criteria, and open risks. The result is captured as an Estimate Range, Assumption Log, and Expert Consensus Notes. | 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. |
Complexitydifferent | Low | Medium | High | Medium |
Timedifferent | 30-60 min | 10-30 min je Item | 1-4 h or multiple rounds | 15-45 min |
Participantsdifferent | 1-5 | 1-8 | 4-12 Experten | 1-8 |
Formatdifferent | Async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | ABC Classification, Focus Rules, Control List | Three-Point Estimate, Risk Range, Assumption Notes | Estimate Range, Assumption Log, Expert Consensus Notes | PERT Estimate, Expected Value, Risk Notes |
Tagsno overlap | PrioritizationOperationsPortfolio | EstimationUncertaintyForecasting | EstimationExpertsForecasting | EstimationUncertaintyRisk |