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| Criterion |  Decision Making Three-Point Estimation |  Systems Thinking Evaporating Cloud |  Decision Making PERT Estimation |  Systems Thinking Future Reality Tree |
|---|---|---|---|---|
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. | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | 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. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | 10-30 min je Item | 60-120 min | 15-45 min | 2-4 h |
Participantsdifferent | 1-8 | 2-8 | 1-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Three-Point Estimate, Risk Range, Assumption Notes | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | PERT Estimate, Expected Value, Risk Notes | Future Reality Tree, Negative Branches, Assumption List, Improved Injections |
Tagsno overlap | EstimationUncertaintyForecasting | Theory of ConstraintsAssumptionsSystems thinking | EstimationUncertaintyRisk | Theory of ConstraintsSystems thinkingChange |