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| Criterion |  Operations After-Action Review |  Decision Making Pareto Analysis |  Operations Failure Mode and Effects Analysis |  Operations Eat the Frog |
|---|---|---|---|---|
Purposedifferent | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | In many problem situations, effect is distributed unequally across many causes. A Pareto Analysis separates the few drivers with high leverage from the long remainder and focuses attention on what measurably moves the needle. | For a process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. | The method protects energy and attention for the task that creates the largest progress and is often postponed. |
Complexitydifferent | Low | Low | High | Low |
Timedifferent | 20-45 min | 30-60 min | 2-6 h | 15-90 min daily |
Participantsdifferent | 3-12 | 1-6 | 3-10 | 1 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Async |
Outputdifferent | Lessons learned, Action items, Event summary | Pareto Chart, Top Causes, Focus List | FMEA Table, Risk Priority, Mitigation Actions | Priority Task, Completion Note, Daily Focus |
Tagsno overlap | LearningOperationsImprovement | PrioritizationQualityFocusRoot cause | RiskQualityOperationsRoot cause | PrioritizationProductivityFocusExecution |