View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Decision Making Three-Point Estimation |  Systems Thinking Intervention Mapping |  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. | Intervention Mapping translates a need for change into a planned, evaluable program. The method connects target group, determinants, actions, and measurement into a traceable chain. | 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 | High | Medium | High |
Timedifferent | 10-30 min je Item | 1-5 Tage | 15-45 min | 2-4 h |
Participantsdifferent | 1-8 | 4-12 | 1-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Three-Point Estimate, Risk Range, Assumption Notes | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | PERT Estimate, Expected Value, Risk Notes | Future Reality Tree, Negative Branches, Assumption List, Improved Injections |
Tagsno overlap | EstimationUncertaintyForecasting | ChangeSystems thinkingCapability | EstimationUncertaintyRisk | Theory of ConstraintsSystems thinkingChange |