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| Criterion |  Decision Making Constraint Analysis |  Decision Making Three-Point Estimation |  Business Strategy Scenario Planning |  Decision Making Decision Tree |
|---|---|---|---|---|
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. | 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. | Scenario Planning opens the view to several plausible futures instead of a single forecast. The method protects strategies from depending on too narrow an expected path. | 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. |
Complexitydifferent | Low | Medium | High | Medium |
Timedifferent | 30-90 min | 10-30 min je Item | 0.5-2 Tage | 30-90 min |
Participantsdifferent | 2-8 | 1-8 | 4-12 | 1-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Three-Point Estimate, Risk Range, Assumption Notes | Scenario Set, Strategic Implications, Robust Options | Decision Tree, Option Map, Assumption List |
Tagsno overlap | ConstraintsDecisionPlanningOptions | EstimationUncertaintyForecasting | StrategyUncertaintyPlanning | DecisionTreeOptions |