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| Criterion |  Operations Visual Management |  Decision Making PERT Estimation |  Decision Making Risk Matrix |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
Purposedifferent | With high tempo and many parallel topics, the method makes status, deviations, and priorities visible at a glance. It reduces search effort and prevents what matters from getting lost in daily work. | 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 a project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | Ongoing | 15-45 min | 30-60 min | 45-90 min |
Participantsdifferent | 1-20 | 1-8 | 3-10 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | PERT Estimate, Expected Value, Risk Notes | Risk Matrix, Top Risk List | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | SignalsOperationsVisual management | EstimationUncertaintyRisk | RiskDecisionPrioritizationAssessment | AssumptionsRiskDecisionDiscovery |