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| Criterion |  Decision Making PERT Estimation |  Agile Story Points |  Facilitation Stakeholder Mapping |
|---|---|---|---|
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 teams want to rate complexity rather than hours, it creates a shared, relative scale. It sorts work by value, risk, and delivery ability. The result is captured as Point Estimates, Reference Stories, and Velocity Data. | 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. |
Complexitydifferent | Medium | Medium | Low |
Timedifferent | 15-45 min | laufend, 1-5 min je Item | 60–90 min |
Participantsdifferent | 1-8 | 3-9 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Point Estimates, Reference Stories, Velocity Data | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | EstimationUncertaintyRisk | EstimationAgileMeasurement | StakeholdersAlignmentFacilitationChange |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
