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| Criterion |  Decision Making Three-Point Estimation |  Decision Making PERT Estimation |  Decision Making Decision 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. | 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. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. |
Complexitysame | Medium | Medium | Medium |
Timedifferent | 10-30 min je Item | 15-45 min | 30-90 min |
Participantsdifferent | 1-8 | 1-8 | 1-6 |
Formatsame | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Three-Point Estimate, Risk Range, Assumption Notes | PERT Estimate, Expected Value, Risk Notes | Decision Tree, Option Map, Assumption List |
Tagsno overlap | EstimationUncertaintyForecasting | EstimationUncertaintyRisk | DecisionTreeOptions |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
