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| Criterion |  Decision Making PERT Estimation |  Facilitation Dot Estimation |  Decision Making RAPID |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
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 size or effort can only be estimated roughly, Dot Estimation condenses the group's experience into a quick range. It turns individual contributions into a visible selection. The result is captured as an Effort Heatmap, Risk Signals, and Discussion Targets. | In complex management decisions, clarity is often missing about who recommends, who agrees, and who makes the decision. RAPID creates this assignment and stabilizes decisions across several levels. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 15-45 min | 5-20 min | 45-90 min | 45-90 min |
Participantsdifferent | 1-8 | 3-20 | 3-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Effort Heatmap, Risk Signals, Discussion Targets | RAPID Role Map, Recommendation, Decision Log | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | EstimationUncertaintyRisk | EstimationEffortRisk | DecisionRolesGovernance | AssumptionsRiskDecisionDiscovery |