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| Criterion |  Decision Making PERT Estimation |  Decision Making Decision Tree |  Decision Making Wideband Delphi |
|---|---|---|---|
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. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | A single opinion rarely holds up for planning when the future is genuinely uncertain. It separates options, evaluation criteria, and open risks. The result is captured as an Estimate Range, Assumption Log, and Expert Consensus Notes. |
Complexitydifferent | Medium | Medium | High |
Timedifferent | 15-45 min | 30-90 min | 1-4 h or multiple rounds |
Participantsdifferent | 1-8 | 1-6 | 4-12 Experten |
Formatsame | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Decision Tree, Option Map, Assumption List | Estimate Range, Assumption Log, Expert Consensus Notes |
Tagsno overlap | EstimationUncertaintyRisk | DecisionTreeOptions | EstimationExpertsForecasting |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
