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| Criterion |  Decision Making PERT Estimation |  Product Strategy Impact Mapping |  Product Strategy KPI Tree |  Business Strategy Scenario Planning |
|---|---|---|---|---|
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 a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | When metrics across the organization drift apart, it arranges drivers and effects under one shared logic. It connects customer value, product logic, and decision priorities. The result is captured as a KPI tree and owner list. | Scenario Planning opens the view to several plausible futures instead of a single forecast. The method protects strategies from depending on too narrow an expected path. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | 15-45 min | 45-90 min | 90-180 min initial, dann laufend | 0.5-2 Tage |
Participantsdifferent | 1-8 | 3-8 | 3-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Impact Map, Outcome Hypotheses, Delivery Options | KPI Tree, Owner List | Scenario Set, Strategic Implications, Robust Options |
Tagsno overlap | EstimationUncertaintyRisk | OutcomesStrategyBehaviorPlanning | MetricsStrategyAlignmentMeasurement | StrategyUncertaintyPlanning |