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| Criterion |  Decision Making PERT Estimation |  Decision Making Risk Matrix |  Agile Ideal Days |
|---|---|---|---|
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. | When a project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. | When effort needs to be thought of as real working time, it offers a simple common denominator for comparison. It sorts work by value, risk, and delivery ability. The result is captured as Ideal Day Estimates, Assumption Notes, and Capacity Caveats. |
Complexitydifferent | Medium | Low | Low |
Timedifferent | 15-45 min | 30-60 min | 15-60 min |
Participantsdifferent | 1-8 | 3-10 | 2-9 |
Formatsame | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Risk Matrix, Top Risk List | Ideal Day Estimates, Assumption Notes, Capacity Caveats |
Tagsno overlap | EstimationUncertaintyRisk | RiskDecisionPrioritizationAssessment | EstimationEffortAgile |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
