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| Criterion |  Decision Making PERT Estimation |  Facilitation Dot Estimation |  Architecture Request for Comments |  Decision Making Decision Rights Mapping |
|---|---|---|---|---|
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. | An RFC clarifies architecture context, options, and consequences. It structures technical context, alternatives, tradeoffs, open questions, and review feedback, and captures the result as an RFC document, reviewer comments, and a decision rationale. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 15-45 min | 5-20 min | 1-3 Wochen vom Draft bis zur Entscheidung | 90-180 min |
Participantsdifferent | 1-8 | 3-20 | 3-20 Reviewer | 4-12 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Effort Heatmap, Risk Signals, Discussion Targets | RFC document, Reviewer comments, Decision rationale, Follow-up ADR or tickets | Decision Rights Matrix, Agreement |
Tagsno overlap | EstimationUncertaintyRisk | EstimationEffortRisk | ArchitectureDecisionAsyncGovernance | DecisionGovernanceAlignmentResponsibility |