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| Criterion |  Decision Making Three-Point Estimation |  Business Strategy PESTLE Analysis |  Decision Making PERT Estimation |  Business Strategy SWOT Analysis |
|---|---|---|---|---|
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. | PESTLE Analysis makes political, economic, social, technological, legal, and environmental influences visible. The environment of an initiative is thereby read systematically instead of through isolated trends. | 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. | SWOT Analysis arranges strengths, weaknesses, opportunities, and threats into a compact picture of the situation. It keeps internal capabilities and external influences separate before strategic options emerge from them. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 10-30 min je Item | 1-3 h | 15-45 min | 30-60 min |
Participantsdifferent | 1-8 | 2-10 | 1-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Three-Point Estimate, Risk Range, Assumption Notes | PESTLE Map, External Risks, Strategic Questions | PERT Estimate, Expected Value, Risk Notes | SWOT matrix, Strategic options, Action list |
Tagsno overlap | EstimationUncertaintyForecasting | StrategyMarketAnalysis | EstimationUncertaintyRisk | StrategyAnalysisMarketPositioning |