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| Criterion |  Decision Making PERT Estimation |  Decision Making Pre-Mortem |  Decision Making RAPID |  Decision Making Constraint Analysis |
|---|---|---|---|---|
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 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. | In complex management decisions, clarity is often missing about who recommends, who agrees, and who makes the decision. RAPID creates this assignment and stabilizes decisions across several levels. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 15-45 min | 20–45 min | 45-90 min | 30-90 min |
Participantsdifferent | 1-8 | Small cross-functional group | 3-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Risk list, Mitigation plan, Assumption log | RAPID Role Map, Recommendation, Decision Log | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | EstimationUncertaintyRisk | RiskDecisionFailurePlanning | DecisionRolesGovernance | ConstraintsDecisionPlanningOptions |