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| Criterion |  Decision Making PERT Estimation |  Facilitation Team Charter |  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 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 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. |
Complexitysame | Medium | Medium | Medium |
Timedifferent | 15-45 min | 2-4 h | 60-90 min |
Participantsdifferent | 1-8 | 3-12 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Team Charter, Working Norms, Role Notes | Salience Diagram, Strategy per Class |
Tagsno overlap | EstimationUncertaintyRisk | TeamAlignmentCollaboration | StakeholdersFacilitationAlignmentGovernance |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
