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| Criterion |  Operations DMAIC |  Decision Making PERT Estimation |  Decision Making Three-Point Estimation |  Decision Making Wideband Delphi |
|---|---|---|---|---|
Purposedifferent | For a process problem with fluctuating performance, the method brings analysis and improvement into a disciplined sequence. It creates a framework in which numbers, causes, and control come together. | 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. | 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 | Medium | Medium | High |
Timedifferent | 2-12 Wochen | 15-45 min | 10-30 min je Item | 1-4 h or multiple rounds |
Participantsdifferent | 3-10 | 1-8 | 1-8 | 4-12 Experten |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Project Charter, Measurement Plan, Cause Analysis, Control Plan | PERT Estimate, Expected Value, Risk Notes | Three-Point Estimate, Risk Range, Assumption Notes | Estimate Range, Assumption Log, Expert Consensus Notes |
Tagsno overlap | Continuous improvementQualityProcess improvement | EstimationUncertaintyRisk | EstimationUncertaintyForecasting | EstimationExpertsForecasting |