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| Criterion |  Decision Making PERT Estimation |  Decision Making Argument Mapping |  Architecture arc42 |  Decision Making Red Teaming |
|---|---|---|---|---|
Purposedifferent | 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. | When statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests on. | arc42 structures architecture knowledge so teams can document system, decisions, and risks consistently. The template builds a living understanding of the architecture instead of scattered notes. | For strategic decisions with high reach, agreement and gut feeling are often not enough. Red teaming brings deliberate opposition into the situation and tests where a plan breaks under real counterarguments. |
Complexitydifferent | Medium | Medium | Low | High |
Timedifferent | 15-45 min | 1-3 h | 1-2 Tage | 1-4 h |
Participantsdifferent | 1-8 | 1-8 | 1-4 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Argument Map, Evidence Gaps, Decision Rationale | Architecture Document, Context View, Runtime View, Deployment View | Challenge Findings, Risk Register, Mitigation Plan |
Tagsno overlap | EstimationUncertaintyRisk | SensemakingDecisionRationale | ArchitectureDocumentationCommunication | RiskDecisionSensemaking |