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| Criterion |  Decision Making RAPID |  Decision Making Three-Point Estimation |  Decision Making Assumption Surfacing |  Decision Making PERT Estimation |
|---|---|---|---|---|
Purposedifferent | In complex management decisions, clarity is often missing about who recommends, who agrees, and who makes the decision. RAPID creates this assignment and stabilizes decisions across several levels. | 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. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | 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 | Medium | Medium | Low | Medium |
Timedifferent | 45-90 min | 10-30 min je Item | 45-90 min | 15-45 min |
Participantsdifferent | 3-12 | 1-8 | 2-8 | 1-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | RAPID Role Map, Recommendation, Decision Log | Three-Point Estimate, Risk Range, Assumption Notes | Assumption List, Critical Assumptions, Learning Plan | PERT Estimate, Expected Value, Risk Notes |
Tagsno overlap | DecisionRolesGovernance | EstimationUncertaintyForecasting | AssumptionsRiskDecisionDiscovery | EstimationUncertaintyRisk |