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| Criterion |  Decision Making PERT Estimation |  Decision Making Three-Point Estimation |  Business Strategy Value Chain Analysis |  Decision Making Delphi Method |
|---|---|---|---|---|
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. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. |
Complexitydifferent | Medium | Medium | High | High |
Timedifferent | 15-45 min | 10-30 min je Item | Half day | 1-4 Wochen |
Participantsdifferent | 1-8 | 1-8 | 3-8 | 6-30 Experten |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Async |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Three-Point Estimate, Risk Range, Assumption Notes | Value Chain Map, Lever List | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | EstimationUncertaintyRisk | EstimationUncertaintyForecasting | StrategyBusiness modelDiagnosisAnalysis | ForecastingExpertsDecisionStrategy |