View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Decision Making PERT Estimation |  Knowledge Modeling IBIS |  Agile Ideal Days |  Decision Making Argument 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. | IBIS structures thinking about complex questions as a sequence of issues, ideas, and arguments. The method keeps discussions open without forcing them into premature consensus. | When effort needs to be thought of as real working time, it offers a simple common denominator for comparison. It sorts work by value, risk, and delivery ability. The result is captured as Ideal Day Estimates, Assumption Notes, and Capacity Caveats. | When statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests on. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 15-45 min | 1-3 h | 15-60 min | 1-3 h |
Participantsdifferent | 1-8 | 2-8 | 2-9 | 1-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Issue Map, Positions, Argument Notes | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Argument Map, Evidence Gaps, Decision Rationale |
Tagsno overlap | EstimationUncertaintyRisk | RationaleKnowledgeDecision | EstimationEffortAgile | SensemakingDecisionRationale |