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| Criterion |  Decision Making Three-Point Estimation |  Decision Making Pre-Mortem |  Decision Making Assumption Surfacing |  Decision Making PERT Estimation |
|---|---|---|---|---|
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. | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | 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. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 10-30 min je Item | 20–45 min | 45-90 min | 15-45 min |
Participantsdifferent | 1-8 | Small cross-functional group | 2-8 | 1-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Three-Point Estimate, Risk Range, Assumption Notes | Risk list, Mitigation plan, Assumption log | Assumption List, Critical Assumptions, Learning Plan | PERT Estimate, Expected Value, Risk Notes |
Tagsno overlap | EstimationUncertaintyForecasting | RiskDecisionFailurePlanning | AssumptionsRiskDecisionDiscovery | EstimationUncertaintyRisk |