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| Criterion |  Decision Making PERT Estimation |  Facilitation Power Interest Grid |  Delivery Communication Plan |  Facilitation Stakeholder 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 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 many people need to be informed in parallel and messages would otherwise arrive unevenly or too late, a Communication Plan orders communication reliably. Channels, audiences, and cadences interlock so important information doesn't get lost. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 15-45 min | 30-60 min | 45-90 min | 60–90 min |
Participantsdifferent | 1-8 | 2-8 | 2-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Power Interest Grid, Strategy per Stakeholder | Communication Plan, Channel Matrix, Message Cadence | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | EstimationUncertaintyRisk | StakeholdersFacilitationAlignmentPlanning | CommunicationStakeholdersDeliveryPlanning | StakeholdersAlignmentFacilitationChange |