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| Criterion |  Decision Making PERT Estimation |  Decision Making Decision Rights Mapping |  Decision Making Assumption Surfacing |  Facilitation Dot Estimation |
|---|---|---|---|---|
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 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. | 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. | When size or effort can only be estimated roughly, Dot Estimation condenses the group's experience into a quick range. It turns individual contributions into a visible selection. The result is captured as an Effort Heatmap, Risk Signals, and Discussion Targets. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 15-45 min | 90-180 min | 45-90 min | 5-20 min |
Participantsdifferent | 1-8 | 4-12 | 2-8 | 3-20 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Decision Rights Matrix, Agreement | Assumption List, Critical Assumptions, Learning Plan | Effort Heatmap, Risk Signals, Discussion Targets |
Tagsno overlap | EstimationUncertaintyRisk | DecisionGovernanceAlignmentResponsibility | AssumptionsRiskDecisionDiscovery | EstimationEffortRisk |