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| Criterion |  Decision Making Pre-Mortem |  Decision Making PERT Estimation |  Decision Making Decision Tree |  Facilitation Dot Estimation |
|---|---|---|---|---|
Purposedifferent | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | 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. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | When size or effort can only be estimated roughly, Dot Estimation condenses the group's experience into a quick range. It turns individual contributions into a visible selection. The result is captured as an Effort Heatmap, Risk Signals, and Discussion Targets. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 20–45 min | 15-45 min | 30-90 min | 5-20 min |
Participantsdifferent | Small cross-functional group | 1-8 | 1-6 | 3-20 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Risk list, Mitigation plan, Assumption log | PERT Estimate, Expected Value, Risk Notes | Decision Tree, Option Map, Assumption List | Effort Heatmap, Risk Signals, Discussion Targets |
Tagsno overlap | RiskDecisionFailurePlanning | EstimationUncertaintyRisk | DecisionTreeOptions | EstimationEffortRisk |