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| Criterion |  Decision Making PERT Estimation |  Decision Making Decision Matrix |  Agile Ideal Days |  Decision Making Trade-off 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 effort needs to be thought of as real working time, it offers a simple common denominator for comparison. It sorts work by value, risk, and delivery ability. The result is captured as Ideal Day Estimates, Assumption Notes, and Capacity Caveats. | With limited resources, quality, speed, cost, and risk almost always compete with each other. Trade-off Analysis makes these tensions explicit and prevents decisions from producing hidden side effects. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 15-45 min | 45-90 min | 15-60 min | 45-120 min |
Participantsdifferent | 1-8 | 2-8 | 2-9 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Decision Matrix, Scoring Rationale, Selected Option | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Trade-off Matrix, Criteria List, Decision Rationale, Accepted Downsides |
Tagsno overlap | EstimationUncertaintyRisk | DecisionCriteriaScoringTradeoffs | EstimationEffortAgile | TradeoffsDecisionCriteriaOptions |