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| Criterion |  Decision Making PERT Estimation |  Agile NoEstimates |  Business Strategy VRIO Framework |  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. | The VRIO Framework rates resources and capabilities on whether they are Valuable, Rare, Inimitable, and Organized. It compares strengths, risks, market logic, and courses of action. The result is captured as a VRIO table and strategic actions. | 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 | 90-180 min | 10-30 min je Item |
Participantsdifferent | 1-8 | 2-12 | 3-6 | 1-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Throughput Data, Flow Forecast, Slicing Rules | VRIO Table, Strategic Actions | Three-Point Estimate, Risk Range, Assumption Notes |
Tagsno overlap | EstimationUncertaintyRisk | EstimationForecastingFlow | StrategyDiagnosisBusiness modelCapability | EstimationUncertaintyForecasting |