View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Decision Making PERT Estimation |  Decision Making Constraint Analysis |  Business Strategy Scenario Planning |  Decision Making Pre-Mortem |
|---|---|---|---|---|
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 an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | Scenario Planning opens the view to several plausible futures instead of a single forecast. The method protects strategies from depending on too narrow an expected path. | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. |
Complexitydifferent | Medium | Low | High | Low |
Timedifferent | 15-45 min | 30-90 min | 0.5-2 Tage | 20–45 min |
Participantsdifferent | 1-8 | 2-8 | 4-12 | Small cross-functional group |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Scenario Set, Strategic Implications, Robust Options | Risk list, Mitigation plan, Assumption log |
Tagsno overlap | EstimationUncertaintyRisk | ConstraintsDecisionPlanningOptions | StrategyUncertaintyPlanning | RiskDecisionFailurePlanning |