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| Criterion |  Decision Making PERT Estimation |  Decision Making Three-Point Estimation |  Innovation Reverse Brainstorming |
|---|---|---|---|
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. | A single estimate for effort, time, or risk often looks too smooth for the real uncertainty behind it. It separates options, evaluation criteria, and open risks. The result is captured as a Three-Point Estimate, Risk Range, and Assumption Notes. | For persistent errors or blockages, the method shifts the view to the opposite of the desired effect. It exposes the mechanics of failure and makes hidden causes easier to grasp. This makes improvement more concrete and the problem clearer. |
Complexitydifferent | Medium | Medium | Low |
Timedifferent | 15-45 min | 10-30 min je Item | 30-60 min |
Participantsdifferent | 1-8 | 1-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Three-Point Estimate, Risk Range, Assumption Notes | Reverse Ideas, Risk Themes, Solution Ideas |
Tagsno overlap | EstimationUncertaintyRisk | EstimationUncertaintyForecasting | BrainstormingIdeationCreativityRisk |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
