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| Criterion |  Decision Making Three-Point Estimation |  Decision Making Constraint Analysis |  Business Strategy TOWS Matrix |  Business Strategy Scenario Planning |
|---|---|---|---|---|
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. | 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. | The TOWS Matrix connects internal strengths and weaknesses with external opportunities and threats into action-oriented strategies. It goes a step further than a pure stocktaking. | 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. |
Complexitydifferent | Medium | Low | Medium | High |
Timedifferent | 10-30 min je Item | 30-90 min | 1-2 h | 0.5-2 Tage |
Participantsdifferent | 1-8 | 2-8 | 3-10 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Three-Point Estimate, Risk Range, Assumption Notes | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | TOWS Matrix, Strategic Options, Priority Actions | Scenario Set, Strategic Implications, Robust Options |
Tagsno overlap | EstimationUncertaintyForecasting | ConstraintsDecisionPlanningOptions | StrategyAnalysisOptions | StrategyUncertaintyPlanning |