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| Criterion |  Decision Making Pre-Mortem |  Decision Making Three-Point Estimation |  Business Strategy Scenario Planning |  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. | 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. | 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 | High | Medium |
Timedifferent | 20–45 min | 10-30 min je Item | 0.5-2 Tage | 15-45 min |
Participantsdifferent | Small cross-functional group | 1-8 | 4-12 | 1-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Three-Point Estimate, Risk Range, Assumption Notes | Scenario Set, Strategic Implications, Robust Options | PERT Estimate, Expected Value, Risk Notes |
Tagsno overlap | RiskDecisionFailurePlanning | EstimationUncertaintyForecasting | StrategyUncertaintyPlanning | EstimationUncertaintyRisk |