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| Criterion |  Decision Making PERT Estimation |  Decision Making Red Teaming |  Decision Making Three-Point Estimation |  Decision Making Delphi Method |
|---|---|---|---|---|
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. | For strategic decisions with high reach, agreement and gut feeling are often not enough. Red teaming brings deliberate opposition into the situation and tests where a plan breaks under real counterarguments. | A single estimate for effort, time, or risk often looks too smooth for the real uncertainty behind it. It separates options, evaluation criteria, and open risks. The result is captured as a Three-Point Estimate, Risk Range, and Assumption Notes. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. |
Complexitydifferent | Medium | High | Medium | High |
Timedifferent | 15-45 min | 1-4 h | 10-30 min je Item | 1-4 Wochen |
Participantsdifferent | 1-8 | 3-8 | 1-8 | 6-30 Experten |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Async |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Challenge Findings, Risk Register, Mitigation Plan | Three-Point Estimate, Risk Range, Assumption Notes | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | EstimationUncertaintyRisk | RiskDecisionSensemaking | EstimationUncertaintyForecasting | ForecastingExpertsDecisionStrategy |