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| Criterion |  Decision Making PERT Estimation |  Decision Making RAPID |  Architecture Request for Comments |
|---|---|---|---|
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 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. | An RFC clarifies architecture context, options, and consequences. It structures technical context, alternatives, tradeoffs, open questions, and review feedback, and captures the result as an RFC document, reviewer comments, and a decision rationale. |
Complexitysame | Medium | Medium | Medium |
Timedifferent | 15-45 min | 45-90 min | 1-3 Wochen vom Draft bis zur Entscheidung |
Participantsdifferent | 1-8 | 3-12 | 3-20 Reviewer |
Formatdifferent | Workshop + async | Workshop + async | Async |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | RAPID Role Map, Recommendation, Decision Log | RFC document, Reviewer comments, Decision rationale, Follow-up ADR or tickets |
Tagsno overlap | EstimationUncertaintyRisk | DecisionRolesGovernance | ArchitectureDecisionAsyncGovernance |
Often compared together
Methods with strong topical overlap with the current selection, not yet in the comparison.
