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| Criterion |  Decision Making PERT Estimation |  Product Strategy DIBB |  Decision Making Constraint Analysis |  Business Strategy Scenario Planning |
|---|---|---|---|---|
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. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. | 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. | Scenario Planning opens the view to several plausible futures instead of a single forecast. The method protects strategies from depending on too narrow an expected path. |
Complexitydifferent | Medium | Low | Low | High |
Timedifferent | 15-45 min | 1-2 h | 30-90 min | 0.5-2 Tage |
Participantsdifferent | 1-8 | 2-8 | 2-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | DIBB document, Belief list, Bet list, Learning report | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Scenario Set, Strategic Implications, Robust Options |
Tagsno overlap | EstimationUncertaintyRisk | StrategyDecisionAssumptionsHypothesis | ConstraintsDecisionPlanningOptions | StrategyUncertaintyPlanning |