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| Criterion |  Operations Change Analysis |  Decision Making PERT Estimation |  Decision Making Delphi Method |  Decision Making Three-Point Estimation |
|---|---|---|---|---|
Purposedifferent | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | 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. | 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. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | 45-120 min | 15-45 min | 1-4 Wochen | 10-30 min je Item |
Participantsdifferent | 2-6 | 1-8 | 6-30 Experten | 1-8 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop + async |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | PERT Estimate, Expected Value, Risk Notes | Expert Forecast, Consensus Range, Assumption Notes | Three-Point Estimate, Risk Range, Assumption Notes |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | EstimationUncertaintyRisk | ForecastingExpertsDecisionStrategy | EstimationUncertaintyForecasting |