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| Criterion |  Decision Making PERT Estimation |  Decision Making Constraint Analysis |  Business Strategy Value Chain Analysis |  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. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. | 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 | Half day | 20–45 min |
Participantsdifferent | 1-8 | 2-8 | 3-8 | 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 | Value Chain Map, Lever List | Risk list, Mitigation plan, Assumption log |
Tagsno overlap | EstimationUncertaintyRisk | ConstraintsDecisionPlanningOptions | StrategyBusiness modelDiagnosisAnalysis | RiskDecisionFailurePlanning |