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| Criterion |  Decision Making Three-Point Estimation |  Business Strategy Scenario Planning |  Decision Making Decision Tree |  Product Strategy DIBB |
|---|---|---|---|---|
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. | Scenario Planning opens the view to several plausible futures instead of a single forecast. The method protects strategies from depending on too narrow an expected path. | 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. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. |
Complexitydifferent | Medium | High | Medium | Low |
Timedifferent | 10-30 min je Item | 0.5-2 Tage | 30-90 min | 1-2 h |
Participantsdifferent | 1-8 | 4-12 | 1-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Three-Point Estimate, Risk Range, Assumption Notes | Scenario Set, Strategic Implications, Robust Options | Decision Tree, Option Map, Assumption List | DIBB document, Belief list, Bet list, Learning report |
Tagsno overlap | EstimationUncertaintyForecasting | StrategyUncertaintyPlanning | DecisionTreeOptions | StrategyDecisionAssumptionsHypothesis |