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| Criterion |  Decision Making PERT Estimation |  Operations Change Analysis |  Facilitation Power Interest Grid |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
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. | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 15-45 min | 45-120 min | 30-60 min | 60–90 min |
Participantsdifferent | 1-8 | 2-6 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Power Interest Grid, Strategy per Stakeholder | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | EstimationUncertaintyRisk | ChangeRoot causeTroubleshootingComparison | StakeholdersFacilitationAlignmentPlanning | StakeholdersAlignmentFacilitationChange |