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| Criterion |  Decision Making PERT Estimation |  Business Strategy TOWS Matrix |  Decision Making Constraint Analysis |  Business Strategy Scenario Planning |
|---|---|---|---|---|
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. | The TOWS Matrix connects internal strengths and weaknesses with external opportunities and threats into action-oriented strategies. It goes a step further than a pure stocktaking. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | Scenario Planning opens the view to several plausible futures instead of a single forecast. The method protects strategies from depending on too narrow an expected path. |
Complexitydifferent | Medium | Medium | Low | High |
Timedifferent | 15-45 min | 1-2 h | 30-90 min | 0.5-2 Tage |
Participantsdifferent | 1-8 | 3-10 | 2-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | TOWS Matrix, Strategic Options, Priority Actions | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Scenario Set, Strategic Implications, Robust Options |
Tagsno overlap | EstimationUncertaintyRisk | StrategyAnalysisOptions | ConstraintsDecisionPlanningOptions | StrategyUncertaintyPlanning |