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| Criterion |  Decision Making Wideband Delphi |  Operations ABC Analysis |  Decision Making PERT Estimation |  Decision Making Three-Point Estimation |
|---|---|---|---|---|
Purposedifferent | A single opinion rarely holds up for planning when the future is genuinely uncertain. It separates options, evaluation criteria, and open risks. The result is captured as an Estimate Range, Assumption Log, and Expert Consensus Notes. | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | 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. | 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. |
Complexitydifferent | High | Low | Medium | Medium |
Timedifferent | 1-4 h or multiple rounds | 30-60 min | 15-45 min | 10-30 min je Item |
Participantsdifferent | 4-12 Experten | 1-5 | 1-8 | 1-8 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop + async |
Outputdifferent | Estimate Range, Assumption Log, Expert Consensus Notes | ABC Classification, Focus Rules, Control List | PERT Estimate, Expected Value, Risk Notes | Three-Point Estimate, Risk Range, Assumption Notes |
Tagsno overlap | EstimationExpertsForecasting | PrioritizationOperationsPortfolio | EstimationUncertaintyRisk | EstimationUncertaintyForecasting |