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| Criterion |  Decision Making Three-Point Estimation |  Decision Making Delphi Method |  Operations 5 Whys |  Operations Kepner-Tregoe |
|---|---|---|---|---|
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 knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. |
Complexitydifferent | Medium | High | Low | High |
Timedifferent | 10-30 min je Item | 1-4 Wochen | 15-30 min | 2-8 h |
Participantsdifferent | 1-8 | 6-30 Experten | 2-6 | 2-8 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop + async |
Outputdifferent | Three-Point Estimate, Risk Range, Assumption Notes | Expert Forecast, Consensus Range, Assumption Notes | Root cause notes, Countermeasures | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | EstimationUncertaintyForecasting | ForecastingExpertsDecisionStrategy | Root causeIncidentLeanProblem solving | Problem solvingRoot causeDecisionOperations |