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| Criterion |  Decision Making Three-Point Estimation |  Decision Making RAPID |  Architecture Request for Comments |  Decision Making Delphi Method |
|---|---|---|---|---|
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 complex management decisions, clarity is often missing about who recommends, who agrees, and who makes the decision. RAPID creates this assignment and stabilizes decisions across several levels. | An RFC clarifies architecture context, options, and consequences. It structures technical context, alternatives, tradeoffs, open questions, and review feedback, and captures the result as an RFC document, reviewer comments, and a decision rationale. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | 10-30 min je Item | 45-90 min | 1-3 Wochen vom Draft bis zur Entscheidung | 1-4 Wochen |
Participantsdifferent | 1-8 | 3-12 | 3-20 Reviewer | 6-30 Experten |
Formatdifferent | Workshop + async | Workshop + async | Async | Async |
Outputdifferent | Three-Point Estimate, Risk Range, Assumption Notes | RAPID Role Map, Recommendation, Decision Log | RFC document, Reviewer comments, Decision rationale, Follow-up ADR or tickets | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | EstimationUncertaintyForecasting | DecisionRolesGovernance | ArchitectureDecisionAsyncGovernance | ForecastingExpertsDecisionStrategy |