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| Criterion |  Decision Making Decision Rights Mapping |  Decision Making PERT Estimation |  Decision Making Delphi Method |  Decision Making Three-Point Estimation |
|---|---|---|---|---|
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. | 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 | 90-180 min | 15-45 min | 1-4 Wochen | 10-30 min je Item |
Participantsdifferent | 4-12 | 1-8 | 6-30 Experten | 1-8 |
Formatdifferent | Workshop | Workshop + async | Async | Workshop + async |
Outputdifferent | Decision Rights Matrix, Agreement | PERT Estimate, Expected Value, Risk Notes | Expert Forecast, Consensus Range, Assumption Notes | Three-Point Estimate, Risk Range, Assumption Notes |
Tagsno overlap | DecisionGovernanceAlignmentResponsibility | EstimationUncertaintyRisk | ForecastingExpertsDecisionStrategy | EstimationUncertaintyForecasting |