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| Criterion |  Decision Making Three-Point Estimation |  Business Strategy McKinsey 7S |  Decision Making Wideband Delphi |  Facilitation Alignment Mapping |
|---|---|---|---|---|
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. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | 10-30 min je Item | 2-4 h | 1-4 h or multiple rounds | 1-2 h |
Participantsdifferent | 1-8 | 3-12 | 4-12 Experten | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Three-Point Estimate, Risk Range, Assumption Notes | 7S Assessment, Alignment Gaps, Change Actions | Estimate Range, Assumption Log, Expert Consensus Notes | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | EstimationUncertaintyForecasting | OrganizationStrategyAlignmentChange | EstimationExpertsForecasting | AlignmentStakeholdersStrategyFacilitation |