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| Criterion |  Decision Making Three-Point Estimation |  Facilitation Stakeholder Salience Model |  Decision Making PERT Estimation |  Facilitation Power Interest Grid |
|---|---|---|---|---|
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. | When stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. | 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. | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 10-30 min je Item | 60-90 min | 15-45 min | 30-60 min |
Participantsdifferent | 1-8 | 3-6 | 1-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Three-Point Estimate, Risk Range, Assumption Notes | Salience Diagram, Strategy per Class | PERT Estimate, Expected Value, Risk Notes | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | EstimationUncertaintyForecasting | StakeholdersFacilitationAlignmentGovernance | EstimationUncertaintyRisk | StakeholdersFacilitationAlignmentPlanning |