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| Criterion |  Decision Making PERT Estimation |  Decision Making DACI |  Decision Making Assumption Surfacing |  Decision Making Decision Rights 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. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 15-45 min | 30-60 min | 45-90 min | 90-180 min |
Participantsdifferent | 1-8 | 2-10 | 2-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | DACI Matrix, Decision Owner, Decision Log | Assumption List, Critical Assumptions, Learning Plan | Decision Rights Matrix, Agreement |
Tagsno overlap | EstimationUncertaintyRisk | DecisionRolesGovernanceAlignment | AssumptionsRiskDecisionDiscovery | DecisionGovernanceAlignmentResponsibility |