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| Criterion |  Decision Making Three-Point Estimation |  Decision Making Trade-off Analysis |  Decision Making Force Field Analysis |  Decision Making Decision Matrix |
|---|---|---|---|---|
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. | With limited resources, quality, speed, cost, and risk almost always compete with each other. Trade-off Analysis makes these tensions explicit and prevents decisions from producing hidden side effects. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | When several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 10-30 min je Item | 45-120 min | 45-90 min | 45-90 min |
Participantsdifferent | 1-8 | 2-8 | 3-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Three-Point Estimate, Risk Range, Assumption Notes | Trade-off Matrix, Criteria List, Decision Rationale, Accepted Downsides | Force Field Map, Change Levers, Risk Notes | Decision Matrix, Scoring Rationale, Selected Option |
Tagsno overlap | EstimationUncertaintyForecasting | TradeoffsDecisionCriteriaOptions | ChangeDecisionStrategy | DecisionCriteriaScoringTradeoffs |