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| Criterion |  Decision Making Three-Point Estimation |  Decision Making Trade-off Analysis |  Decision Making PERT Estimation |  Decision Making Constraint Analysis |
|---|---|---|---|---|
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. | 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 an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 10-30 min je Item | 45-120 min | 15-45 min | 30-90 min |
Participantsdifferent | 1-8 | 2-8 | 1-8 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Three-Point Estimate, Risk Range, Assumption Notes | Trade-off Matrix, Criteria List, Decision Rationale, Accepted Downsides | PERT Estimate, Expected Value, Risk Notes | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | EstimationUncertaintyForecasting | TradeoffsDecisionCriteriaOptions | EstimationUncertaintyRisk | ConstraintsDecisionPlanningOptions |