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| Criterion |  Decision Making PERT Estimation |  Product Strategy Impact Mapping |  Decision Making Pre-Mortem |
|---|---|---|---|
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. | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. |
Complexitydifferent | Medium | Medium | Low |
Timedifferent | 15-45 min | 45-90 min | 20–45 min |
Participantsdifferent | 1-8 | 3-8 | Small cross-functional group |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Impact Map, Outcome Hypotheses, Delivery Options | Risk list, Mitigation plan, Assumption log |
Tagsno overlap | EstimationUncertaintyRisk | OutcomesStrategyBehaviorPlanning | RiskDecisionFailurePlanning |
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