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| Criterion |  Decision Making Decision Rights Mapping |  Decision Making Three-Point Estimation |  Decision Making PERT Estimation |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
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. | 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. | 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. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 90-180 min | 10-30 min je Item | 15-45 min | 45-90 min |
Participantsdifferent | 4-12 | 1-8 | 1-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Decision Rights Matrix, Agreement | Three-Point Estimate, Risk Range, Assumption Notes | PERT Estimate, Expected Value, Risk Notes | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | DecisionGovernanceAlignmentResponsibility | EstimationUncertaintyForecasting | EstimationUncertaintyRisk | AssumptionsRiskDecisionDiscovery |