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| Criterion |  Decision Making Three-Point Estimation |  Product Strategy DIBB |  Business Strategy Business Model Stress Test |  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. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. | A Business Model Stress Test checks how well a business model holds up under pressure and headwinds. It compares strengths, risks, market logic, and courses of action. The result is captured as a stress-test report and action plan per scenario. | 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 | Low | High | Medium |
Timedifferent | 10-30 min je Item | 1-2 h | Half day | 15-45 min |
Participantsdifferent | 1-8 | 2-8 | 3-8 | 1-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Three-Point Estimate, Risk Range, Assumption Notes | DIBB document, Belief list, Bet list, Learning report | Stress Test Report, Action Plan per Scenario | PERT Estimate, Expected Value, Risk Notes |
Tagsno overlap | EstimationUncertaintyForecasting | StrategyDecisionAssumptionsHypothesis | StrategyBusiness modelRiskDiagnosis | EstimationUncertaintyRisk |