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| Criterion |  Business Strategy Scenario Planning |  Decision Making PERT Estimation |  Decision Making Constraint Analysis |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
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. | 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 an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | 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. |
Complexitydifferent | High | Medium | Low | Low |
Timedifferent | 0.5-2 Tage | 15-45 min | 30-90 min | 45-90 min |
Participantsdifferent | 4-12 | 1-8 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Scenario Set, Strategic Implications, Robust Options | PERT Estimate, Expected Value, Risk Notes | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | StrategyUncertaintyPlanning | EstimationUncertaintyRisk | ConstraintsDecisionPlanningOptions | AssumptionsRiskDecisionDiscovery |