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| Criterion |  Decision Making PERT Estimation |  Agile NoEstimates |  Decision Making Decision Matrix |  Decision Making Three-Point Estimation |
|---|---|---|---|---|
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 estimating slows a team down more than it helps, it shifts the focus to flow, small slices, and real lead time. It sorts work by value, risk, and delivery ability. The result is captured as Throughput Data, Flow Forecast, and Slicing Rules. | When several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. | A single estimate for effort, time, or risk often looks too smooth for the real uncertainty behind it. It separates options, evaluation criteria, and open risks. The result is captured as a Three-Point Estimate, Risk Range, and Assumption Notes. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 15-45 min | laufend | 45-90 min | 10-30 min je Item |
Participantsdifferent | 1-8 | 2-12 | 2-8 | 1-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Throughput Data, Flow Forecast, Slicing Rules | Decision Matrix, Scoring Rationale, Selected Option | Three-Point Estimate, Risk Range, Assumption Notes |
Tagsno overlap | EstimationUncertaintyRisk | EstimationForecastingFlow | DecisionCriteriaScoringTradeoffs | EstimationUncertaintyForecasting |