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| Criterion |  Business Strategy Scenario Planning |  Decision Making Pre-Mortem |  Decision Making PERT Estimation |  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. | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | 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. | 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 | Low | Medium | Low |
Timedifferent | 0.5-2 Tage | 20–45 min | 15-45 min | 45-90 min |
Participantsdifferent | 4-12 | Small cross-functional group | 1-8 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Scenario Set, Strategic Implications, Robust Options | Risk list, Mitigation plan, Assumption log | PERT Estimate, Expected Value, Risk Notes | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | StrategyUncertaintyPlanning | RiskDecisionFailurePlanning | EstimationUncertaintyRisk | AssumptionsRiskDecisionDiscovery |