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| Criterion |  Decision Making Decision Matrix |  Decision Making PERT Estimation |  Decision Making Constraint Analysis |  Decision Making Trade-off Analysis |
|---|---|---|---|---|
Purposedifferent | When several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. | 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 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. | With limited resources, quality, speed, cost, and risk almost always compete with each other. Trade-off Analysis makes these tensions explicit and prevents decisions from producing hidden side effects. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 45-90 min | 15-45 min | 30-90 min | 45-120 min |
Participantsdifferent | 2-8 | 1-8 | 2-8 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Decision Matrix, Scoring Rationale, Selected Option | PERT Estimate, Expected Value, Risk Notes | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Trade-off Matrix, Criteria List, Decision Rationale, Accepted Downsides |
Tagsno overlap | DecisionCriteriaScoringTradeoffs | EstimationUncertaintyRisk | ConstraintsDecisionPlanningOptions | TradeoffsDecisionCriteriaOptions |