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| Criterion |  Decision Making Decision Tree |  Decision Making Wideband Delphi |  Decision Making Three-Point Estimation |  Decision Making PERT 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. | 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. | 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. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | 30-90 min | 1-4 h or multiple rounds | 10-30 min je Item | 15-45 min |
Participantsdifferent | 1-6 | 4-12 Experten | 1-8 | 1-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Decision Tree, Option Map, Assumption List | Estimate Range, Assumption Log, Expert Consensus Notes | Three-Point Estimate, Risk Range, Assumption Notes | PERT Estimate, Expected Value, Risk Notes |
Tagsno overlap | DecisionTreeOptions | EstimationExpertsForecasting | EstimationUncertaintyForecasting | EstimationUncertaintyRisk |