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| Criterion |  Operations After-Action Review |  Decision Making PERT Estimation |  Operations Process Mapping |  Operations Failure Mode and Effects Analysis |
|---|---|---|---|---|
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. | 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. | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | 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. |
Complexitydifferent | Low | Medium | Medium | High |
Timedifferent | 20-45 min | 15-45 min | 1-3 h | 2-6 h |
Participantsdifferent | 3-12 | 1-8 | 3-10 | 3-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Lessons learned, Action items, Event summary | PERT Estimate, Expected Value, Risk Notes | Process Map, Handoff List, Improvement Backlog | FMEA Table, Risk Priority, Mitigation Actions |
Tagsno overlap | LearningOperationsImprovement | EstimationUncertaintyRisk | ProcessOperationsImprovement | RiskQualityOperationsRoot cause |