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| Criterion |  Decision Making PERT Estimation |  Decision Making Pre-Mortem |  Facilitation Stakeholder Mapping |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
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. | 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. | When stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 15-45 min | 20–45 min | 60–90 min | 60-90 min |
Participantsdifferent | 1-8 | Small cross-functional group | 2-8 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Risk list, Mitigation plan, Assumption log | Stakeholder Map, Engagement Plan, Risk Notes | Salience Diagram, Strategy per Class |
Tagsno overlap | EstimationUncertaintyRisk | RiskDecisionFailurePlanning | StakeholdersAlignmentFacilitationChange | StakeholdersFacilitationAlignmentGovernance |