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| Criterion |  Decision Making PERT Estimation |  Agile Planning Poker |  Facilitation Power Interest Grid |  Facilitation Expectation 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 estimates within the team diverge too much, it puts differing expectations on a common test bench. It separates rough complexity from unspoken assumptions. | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. | When roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 15-45 min | 2-5 min je Item | 30-60 min | 45-90 min |
Participantsdifferent | 1-8 | 3-9 | 2-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Relative Estimates, Assumption Notes, Split Candidates | Power Interest Grid, Strategy per Stakeholder | Expectation Map, Alignment Notes, Agreements |
Tagsno overlap | EstimationUncertaintyRisk | EstimationAgileRelative sizingTeam | StakeholdersFacilitationAlignmentPlanning | AlignmentStakeholdersTeam |