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| Criterion |  Decision Making Three-Point Estimation |  Business Strategy McKinsey 7S |  Decision Making DACI |  Decision Making Delphi Method |
|---|---|---|---|---|
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. | McKinsey 7S checks whether Strategy, Structure, Systems, Shared Values, Skills, Style, and Staff fit together. Organizational misalignments become visible across multiple levers as a result. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. | 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. |
Complexitydifferent | Medium | Medium | Low | High |
Timedifferent | 10-30 min je Item | 2-4 h | 30-60 min | 1-4 Wochen |
Participantsdifferent | 1-8 | 3-12 | 2-10 | 6-30 Experten |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Async |
Outputdifferent | Three-Point Estimate, Risk Range, Assumption Notes | 7S Assessment, Alignment Gaps, Change Actions | DACI Matrix, Decision Owner, Decision Log | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | EstimationUncertaintyForecasting | OrganizationStrategyAlignmentChange | DecisionRolesGovernanceAlignment | ForecastingExpertsDecisionStrategy |