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| Criterion |  Decision Making PERT Estimation |  Decision Making Risk Matrix |  Facilitation Power Interest Grid |
|---|---|---|---|
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 many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. |
Complexitydifferent | Medium | Low | Low |
Timedifferent | 15-45 min | 30-60 min | 30-60 min |
Participantsdifferent | 1-8 | 3-10 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Risk Matrix, Top Risk List | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | EstimationUncertaintyRisk | RiskDecisionPrioritizationAssessment | StakeholdersFacilitationAlignmentPlanning |
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