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| Criterion |  Decision Making Delphi Method |  Decision Making Risk Matrix |  Decision Making PERT Estimation |  Decision Making Wideband Delphi |
|---|---|---|---|---|
Purposedifferent | 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. | When a project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. | 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 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 | High | Low | Medium | High |
Timedifferent | 1-4 Wochen | 30-60 min | 15-45 min | 1-4 h or multiple rounds |
Participantsdifferent | 6-30 Experten | 3-10 | 1-8 | 4-12 Experten |
Formatdifferent | Async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Expert Forecast, Consensus Range, Assumption Notes | Risk Matrix, Top Risk List | PERT Estimate, Expected Value, Risk Notes | Estimate Range, Assumption Log, Expert Consensus Notes |
Tagsno overlap | ForecastingExpertsDecisionStrategy | RiskDecisionPrioritizationAssessment | EstimationUncertaintyRisk | EstimationExpertsForecasting |