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| Criterion |  Decision Making PERT Estimation |  Facilitation Expectation Mapping |  Facilitation Dot Estimation |  Facilitation Power Interest Grid |
|---|---|---|---|---|
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 roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. | 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. | 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. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 15-45 min | 45-90 min | 5-20 min | 30-60 min |
Participantsdifferent | 1-8 | 3-12 | 3-20 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Expectation Map, Alignment Notes, Agreements | Effort Heatmap, Risk Signals, Discussion Targets | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | EstimationUncertaintyRisk | AlignmentStakeholdersTeam | EstimationEffortRisk | StakeholdersFacilitationAlignmentPlanning |