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| Criterion |  Decision Making PERT Estimation |  Decision Making OODA Loop |  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. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. | 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 |
Timedifferent | 15-45 min | 15-60 min je Zyklus | 10-30 min je Item |
Participantssame | 1-8 | 1-8 | 1-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Situation Assessment, Decision Loop, Action Updates | Three-Point Estimate, Risk Range, Assumption Notes |
Tagsno overlap | EstimationUncertaintyRisk | DecisionChangeLearningStrategy | EstimationUncertaintyForecasting |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
