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| Criterion |  Business Strategy Scenario Planning |  Facilitation Dot Estimation |  Business Strategy Value Chain Analysis |  Decision Making PERT Estimation |
|---|---|---|---|---|
Purposedifferent | 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. | When size or effort can only be estimated roughly, Dot Estimation condenses the group's experience into a quick range. It turns individual contributions into a visible selection. The result is captured as an Effort Heatmap, Risk Signals, and Discussion Targets. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. | 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 | High | Low | High | Medium |
Timedifferent | 0.5-2 Tage | 5-20 min | Half day | 15-45 min |
Participantsdifferent | 4-12 | 3-20 | 3-8 | 1-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Scenario Set, Strategic Implications, Robust Options | Effort Heatmap, Risk Signals, Discussion Targets | Value Chain Map, Lever List | PERT Estimate, Expected Value, Risk Notes |
Tagsno overlap | StrategyUncertaintyPlanning | EstimationEffortRisk | StrategyBusiness modelDiagnosisAnalysis | EstimationUncertaintyRisk |