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| Criterion |  Decision Making PERT Estimation |  Team Design Team Topologies Interaction Modes |  Facilitation Team Charter |
|---|---|---|---|
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 several teams collaborate repeatedly, it describes the right interaction mode for each interface between them. It clarifies responsibility, interaction, and load between teams. The result is captured as an interaction heat map and pairwise agreements. | 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. |
Complexitysame | Medium | Medium | Medium |
Timedifferent | 15-45 min | Half day | 2-4 h |
Participantsdifferent | 1-8 | Team-Leads plus Architecture | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Interaction Heat Map, Agreements per Pair | Team Charter, Working Norms, Role Notes |
Tagsno overlap | EstimationUncertaintyRisk | TeamAlignmentCollaborationOrganization | TeamAlignmentCollaboration |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
