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| Criterion |  Decision Making PERT Estimation |  Facilitation Team Charter |  Facilitation Power Interest Grid |  Facilitation Expectation 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 a team is starting fresh or working past each other, Team Charter clarifies the shared working basis. It visibly sets out how collaboration, decision paths, and mutual conduct should work day to day. | 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. | When roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 15-45 min | 2-4 h | 30-60 min | 45-90 min |
Participantsdifferent | 1-8 | 3-12 | 2-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Team Charter, Working Norms, Role Notes | Power Interest Grid, Strategy per Stakeholder | Expectation Map, Alignment Notes, Agreements |
Tagsno overlap | EstimationUncertaintyRisk | TeamAlignmentCollaboration | StakeholdersFacilitationAlignmentPlanning | AlignmentStakeholdersTeam |