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| Criterion |  Decision Making PERT Estimation |  Decision Making Delphi Method |  Operations 5 Whys |  Decision Making Three-Point 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. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. | A single estimate for effort, time, or risk often looks too smooth for the real uncertainty behind it. It separates options, evaluation criteria, and open risks. The result is captured as a Three-Point Estimate, Risk Range, and Assumption Notes. |
Complexitydifferent | Medium | High | Low | Medium |
Timedifferent | 15-45 min | 1-4 Wochen | 15-30 min | 10-30 min je Item |
Participantsdifferent | 1-8 | 6-30 Experten | 2-6 | 1-8 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop + async |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Expert Forecast, Consensus Range, Assumption Notes | Root cause notes, Countermeasures | Three-Point Estimate, Risk Range, Assumption Notes |
Tagsno overlap | EstimationUncertaintyRisk | ForecastingExpertsDecisionStrategy | Root causeIncidentLeanProblem solving | EstimationUncertaintyForecasting |