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| Criterion |  Decision Making PERT Estimation |  Facilitation Mind Mapping |  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. | When a topic is still unclear and too many thoughts surface at once, Mind Mapping creates an open surface for ordering them. It makes connections, subtopics, and starting points visible without fixing them too early. | 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 | Low | Low | Medium |
Timedifferent | 15-45 min | 15-45 min | 15-60 min | 1-3 h |
Participantsdifferent | 1-8 | 1-10 | 2-9 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Mind Map, Topic Clusters, Open Questions | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Knowledge Map, Critical Knowledge Areas, Transfer Plan |
Tagsno overlap | EstimationUncertaintyRisk | BrainstormingIdeasMappingStructureFacilitation | EstimationEffortAgile | KnowledgeMappingRisk |