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| Criterion |  Decision Making PERT Estimation |  Facilitation Power Interest Grid |  Decision Making Pre-Mortem |  Facilitation Alignment 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. | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 15-45 min | 30-60 min | 20–45 min | 1-2 h |
Participantsdifferent | 1-8 | 2-8 | Small cross-functional group | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Power Interest Grid, Strategy per Stakeholder | Risk list, Mitigation plan, Assumption log | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | EstimationUncertaintyRisk | StakeholdersFacilitationAlignmentPlanning | RiskDecisionFailurePlanning | AlignmentStakeholdersStrategyFacilitation |