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| Criterion |  Decision Making Decision Rights Mapping |  Decision Making PERT 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. | 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 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 | Medium | High | High |
Timedifferent | 90-180 min | 15-45 min | 1-4 Wochen | 1-4 h or multiple rounds |
Participantsdifferent | 4-12 | 1-8 | 6-30 Experten | 4-12 Experten |
Formatdifferent | Workshop | Workshop + async | Async | Workshop + async |
Outputdifferent | Decision Rights Matrix, Agreement | PERT Estimate, Expected Value, Risk Notes | Expert Forecast, Consensus Range, Assumption Notes | Estimate Range, Assumption Log, Expert Consensus Notes |
Tagsno overlap | DecisionGovernanceAlignmentResponsibility | EstimationUncertaintyRisk | ForecastingExpertsDecisionStrategy | EstimationExpertsForecasting |