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| Criterion |  Decision Making Three-Point Estimation |  Architecture Request for Comments |  Decision Making Decision Rights Mapping |  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. | 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. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | 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 | 1-3 Wochen vom Draft bis zur Entscheidung | 90-180 min | 1-4 Wochen |
Participantsdifferent | 1-8 | 3-20 Reviewer | 4-12 | 6-30 Experten |
Formatdifferent | Workshop + async | Async | Workshop | Async |
Outputdifferent | Three-Point Estimate, Risk Range, Assumption Notes | RFC document, Reviewer comments, Decision rationale, Follow-up ADR or tickets | Decision Rights Matrix, Agreement | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | EstimationUncertaintyForecasting | ArchitectureDecisionAsyncGovernance | DecisionGovernanceAlignmentResponsibility | ForecastingExpertsDecisionStrategy |