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| Criterion |  Decision Making Risk Matrix |  Decision Making Wideband Delphi |  Decision Making PERT Estimation |  Decision Making Delphi Method |
|---|---|---|---|---|
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. | 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. |
Complexitydifferent | Low | High | Medium | High |
Timedifferent | 30-60 min | 1-4 h or multiple rounds | 15-45 min | 1-4 Wochen |
Participantsdifferent | 3-10 | 4-12 Experten | 1-8 | 6-30 Experten |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Async |
Outputdifferent | Risk Matrix, Top Risk List | Estimate Range, Assumption Log, Expert Consensus Notes | PERT Estimate, Expected Value, Risk Notes | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | RiskDecisionPrioritizationAssessment | EstimationExpertsForecasting | EstimationUncertaintyRisk | ForecastingExpertsDecisionStrategy |