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| Criterion |  Decision Making PERT Estimation |  Decision Making Decision Matrix |  Decision Making Constraint Analysis |
|---|---|---|---|
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 several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. | 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. |
Complexitydifferent | Medium | Medium | Low |
Timedifferent | 15-45 min | 45-90 min | 30-90 min |
Participantsdifferent | 1-8 | 2-8 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Decision Matrix, Scoring Rationale, Selected Option | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | EstimationUncertaintyRisk | DecisionCriteriaScoringTradeoffs | ConstraintsDecisionPlanningOptions |
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