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| Criterion |  Decision Making PERT Estimation |  Delivery RAID Log |  Delivery Communication Plan |  Decision Making Pre-Mortem |
|---|---|---|---|---|
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. | Helps clarify scope, sequence, and delivery flow in concrete terms. It makes work, boundaries, and order steerable. The result is captured as a RAID Log and a source for status reporting. | 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. | 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. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 15-45 min | 30 min Setup, dann laufend | 45-90 min | 20–45 min |
Participantsdifferent | 1-8 | 1-3 maintaining, briefing for everyone | 2-6 | Small cross-functional group |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | RAID Log, Status Report Source | Communication Plan, Channel Matrix, Message Cadence | Risk list, Mitigation plan, Assumption log |
Tagsno overlap | EstimationUncertaintyRisk | RiskTrackingStakeholdersGovernance | CommunicationStakeholdersDeliveryPlanning | RiskDecisionFailurePlanning |