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| Criterion |  Decision Making Risk Matrix |  Decision Making Wideband Delphi |  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 opinion rarely holds up for planning when the future is genuinely uncertain. It separates options, evaluation criteria, and open risks. The result is captured as an Estimate Range, Assumption Log, and Expert Consensus Notes. | 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 | High | Medium |
Timedifferent | 30-60 min | 1-4 h or multiple rounds | 15-45 min |
Participantsdifferent | 3-10 | 4-12 Experten | 1-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Risk Matrix, Top Risk List | Estimate Range, Assumption Log, Expert Consensus Notes | PERT Estimate, Expected Value, Risk Notes |
Tagsno overlap | RiskDecisionPrioritizationAssessment | EstimationExpertsForecasting | EstimationUncertaintyRisk |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
