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| Criterion |  Decision Making Constraint Analysis |  Decision Making PERT Estimation |  Decision Making Decision Tree |  Facilitation Dot Estimation |
|---|---|---|---|---|
Purposedifferent | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | 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. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | When size or effort can only be estimated roughly, Dot Estimation condenses the group's experience into a quick range. It turns individual contributions into a visible selection. The result is captured as an Effort Heatmap, Risk Signals, and Discussion Targets. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 30-90 min | 15-45 min | 30-90 min | 5-20 min |
Participantsdifferent | 2-8 | 1-8 | 1-6 | 3-20 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | PERT Estimate, Expected Value, Risk Notes | Decision Tree, Option Map, Assumption List | Effort Heatmap, Risk Signals, Discussion Targets |
Tagsno overlap | ConstraintsDecisionPlanningOptions | EstimationUncertaintyRisk | DecisionTreeOptions | EstimationEffortRisk |