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| Criterion |  Decision Making Decision Tree |  Agile NoEstimates |  Decision Making PERT Estimation |  Decision Making Three-Point Estimation |
|---|---|---|---|---|
Purposedifferent | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | When estimating slows a team down more than it helps, it shifts the focus to flow, small slices, and real lead time. It sorts work by value, risk, and delivery ability. The result is captured as Throughput Data, Flow Forecast, and Slicing Rules. | 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. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 30-90 min | laufend | 15-45 min | 10-30 min je Item |
Participantsdifferent | 1-6 | 2-12 | 1-8 | 1-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Decision Tree, Option Map, Assumption List | Throughput Data, Flow Forecast, Slicing Rules | PERT Estimate, Expected Value, Risk Notes | Three-Point Estimate, Risk Range, Assumption Notes |
Tagsno overlap | DecisionTreeOptions | EstimationForecastingFlow | EstimationUncertaintyRisk | EstimationUncertaintyForecasting |