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| Criterion |  Decision Making PERT Estimation |  Facilitation Stakeholder Mapping |  Agile Affinity Estimation |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
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 an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. | When many tasks need to be classified quickly, it sorts them by perceived effort and similarity. It reduces the effort of fine-grained estimation for large volumes. | When stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 15-45 min | 60–90 min | 30-90 min | 60-90 min |
Participantsdifferent | 1-8 | 2-8 | 3-12 | 3-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Stakeholder Map, Engagement Plan, Risk Notes | Affinity Size Map, Grouped Estimates, Unclear Items | Salience Diagram, Strategy per Class |
Tagsno overlap | EstimationUncertaintyRisk | StakeholdersAlignmentFacilitationChange | EstimationBacklogRelative sizing | StakeholdersFacilitationAlignmentGovernance |