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 |  Business Strategy McKinsey 7S |  Decision Making Wideband Delphi |
|---|---|---|---|
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. | A single opinion rarely holds up for planning when the future is genuinely uncertain. It separates options, evaluation criteria, and open risks. The result is captured as an Estimate Range, Assumption Log, and Expert Consensus Notes. |
Complexitydifferent | Medium | Medium | High |
Timedifferent | 10-30 min je Item | 2-4 h | 1-4 h or multiple rounds |
Participantsdifferent | 1-8 | 3-12 | 4-12 Experten |
Formatdifferent | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Three-Point Estimate, Risk Range, Assumption Notes | 7S Assessment, Alignment Gaps, Change Actions | Estimate Range, Assumption Log, Expert Consensus Notes |
Tagsno overlap | EstimationUncertaintyForecasting | OrganizationStrategyAlignmentChange | EstimationExpertsForecasting |
Often compared together
Methods with strong topical overlap with the current selection, not yet in the comparison.
