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| Criterion |  Decision Making PERT Estimation |  Decision Making Delphi Method |  Facilitation Power Interest Grid |  Decision Making Pre-Mortem |
|---|---|---|---|---|
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. | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. |
Complexitydifferent | Medium | High | Low | Low |
Timedifferent | 15-45 min | 1-4 Wochen | 30-60 min | 20–45 min |
Participantsdifferent | 1-8 | 6-30 Experten | 2-8 | Small cross-functional group |
Formatdifferent | Workshop + async | Async | Workshop | Workshop |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Expert Forecast, Consensus Range, Assumption Notes | Power Interest Grid, Strategy per Stakeholder | Risk list, Mitigation plan, Assumption log |
Tagsno overlap | EstimationUncertaintyRisk | ForecastingExpertsDecisionStrategy | StakeholdersFacilitationAlignmentPlanning | RiskDecisionFailurePlanning |