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| Criterion |  Decision Making Risk Matrix |  Decision Making Three-Point Estimation |  Decision Making Delphi Method |  Decision Making PERT Estimation |
|---|---|---|---|---|
Purposedifferent | When a project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. | 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 knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | 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 | 30-60 min | 10-30 min je Item | 1-4 Wochen | 15-45 min |
Participantsdifferent | 3-10 | 1-8 | 6-30 Experten | 1-8 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop + async |
Outputdifferent | Risk Matrix, Top Risk List | Three-Point Estimate, Risk Range, Assumption Notes | Expert Forecast, Consensus Range, Assumption Notes | PERT Estimate, Expected Value, Risk Notes |
Tagsno overlap | RiskDecisionPrioritizationAssessment | EstimationUncertaintyForecasting | ForecastingExpertsDecisionStrategy | EstimationUncertaintyRisk |