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| Criterion |  Decision Making Three-Point Estimation |  Business Strategy Balanced Scorecard |  Decision Making Assumption Surfacing |  Decision Making PERT Estimation |
|---|---|---|---|---|
Purposedifferent | A single estimate for effort, time, or risk often looks too smooth for the real uncertainty behind it. It separates options, evaluation criteria, and open risks. The result is captured as a Three-Point Estimate, Risk Range, and Assumption Notes. | Balanced Scorecard translates strategy into a few interconnected perspectives and metrics. It holds impact, steering, and learning together in daily work instead of narrowing strategy down to financial figures. | 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. | 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 | Medium | High | Low | Medium |
Timedifferent | 10-30 min je Item | Halber Tag bis mehrere Wochen | 45-90 min | 15-45 min |
Participantsdifferent | 1-8 | 4-12 | 2-8 | 1-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Three-Point Estimate, Risk Range, Assumption Notes | Balanced Scorecard, Strategic Measures, Initiative Map | Assumption List, Critical Assumptions, Learning Plan | PERT Estimate, Expected Value, Risk Notes |
Tagsno overlap | EstimationUncertaintyForecasting | StrategyMetricsExecution | AssumptionsRiskDecisionDiscovery | EstimationUncertaintyRisk |