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| Criterion |  Decision Making Decision Rights Mapping |  Facilitation Dot Estimation |  Decision Making Delphi Method |  Decision Making Wideband Delphi |
|---|---|---|---|---|
Purposedifferent | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | 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. | 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 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. |
Complexitydifferent | Medium | Low | High | High |
Timedifferent | 90-180 min | 5-20 min | 1-4 Wochen | 1-4 h or multiple rounds |
Participantsdifferent | 4-12 | 3-20 | 6-30 Experten | 4-12 Experten |
Formatdifferent | Workshop | Workshop | Async | Workshop + async |
Outputdifferent | Decision Rights Matrix, Agreement | Effort Heatmap, Risk Signals, Discussion Targets | Expert Forecast, Consensus Range, Assumption Notes | Estimate Range, Assumption Log, Expert Consensus Notes |
Tagsno overlap | DecisionGovernanceAlignmentResponsibility | EstimationEffortRisk | ForecastingExpertsDecisionStrategy | EstimationExpertsForecasting |