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| Criterion |  Decision Making Pre-Mortem |  Decision Making Three-Point Estimation |  Decision Making Constraint Analysis |  Decision Making PERT 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. | 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. | 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. | 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. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | 20–45 min | 10-30 min je Item | 30-90 min | 15-45 min |
Participantsdifferent | Small cross-functional group | 1-8 | 2-8 | 1-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Three-Point Estimate, Risk Range, Assumption Notes | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | PERT Estimate, Expected Value, Risk Notes |
Tagsno overlap | RiskDecisionFailurePlanning | EstimationUncertaintyForecasting | ConstraintsDecisionPlanningOptions | EstimationUncertaintyRisk |