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| Criterion |  Decision Making Three-Point Estimation |  Product Strategy KPI Tree |  Facilitation Power Interest Grid |  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 metrics across the organization drift apart, it arranges drivers and effects under one shared logic. It connects customer value, product logic, and decision priorities. The result is captured as a KPI tree and owner list. | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. | 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 | Medium | Low | High |
Timedifferent | 10-30 min je Item | 90-180 min initial, dann laufend | 30-60 min | 0.5-2 Tage |
Participantsdifferent | 1-8 | 3-8 | 2-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Three-Point Estimate, Risk Range, Assumption Notes | KPI Tree, Owner List | Power Interest Grid, Strategy per Stakeholder | Scenario Set, Strategic Implications, Robust Options |
Tagsno overlap | EstimationUncertaintyForecasting | MetricsStrategyAlignmentMeasurement | StakeholdersFacilitationAlignmentPlanning | StrategyUncertaintyPlanning |