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| Criterion |  Decision Making PERT Estimation |  Decision Making Decision Rights Mapping |  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. | 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. | 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 | 90-180 min | 30-90 min |
Participantsdifferent | 1-8 | 4-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Decision Rights Matrix, Agreement | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | EstimationUncertaintyRisk | DecisionGovernanceAlignmentResponsibility | ConstraintsDecisionPlanningOptions |
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