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| Criterion |  Decision Making PERT Estimation |  Delivery Communication Plan |  Architecture C4 Model |  Facilitation Power Interest Grid |
|---|---|---|---|---|
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 many people need to be informed in parallel and messages would otherwise arrive unevenly or too late, a Communication Plan orders communication reliably. Channels, audiences, and cadences interlock so important information doesn't get lost. | The C4 Model makes a system legible across several resolution levels, from context down to code. It suits situations where different audiences need to understand the same architecture from different altitudes. | 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. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 15-45 min | 45-90 min | 1-4 h | 30-60 min |
Participantsdifferent | 1-8 | 2-6 | 1-5 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Communication Plan, Channel Matrix, Message Cadence | Context Diagram, Container Diagram, Component Diagram | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | EstimationUncertaintyRisk | CommunicationStakeholdersDeliveryPlanning | ArchitectureCommunicationVisualization | StakeholdersFacilitationAlignmentPlanning |