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| Criterion |  Decision Making PERT Estimation |  Knowledge Modeling IBIS |  Agile Ideal Days |  Knowledge Modeling Knowledge 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. | Knowledge Mapping makes knowledge, gaps, and transfer paths visible across a field. It fits when expertise should not just exist but also be findable and transferable. |
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 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Issue Map, Positions, Argument Notes | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Knowledge Map, Critical Knowledge Areas, Transfer Plan |
Tagsno overlap | EstimationUncertaintyRisk | RationaleKnowledgeDecision | EstimationEffortAgile | KnowledgeMappingRisk |