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| Criterion |  Operations After-Action Review |  Decision Making PERT Estimation |  Decision Making Three-Point Estimation |  Operations Learning Review |
|---|---|---|---|---|
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. | 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. | After a project phase with mixed results, the method makes learning from the individual case reusable. It connects events, decisions, and systemic conditions into robust insights. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 20-45 min | 15-45 min | 10-30 min je Item | 1-3 h |
Participantsdifferent | 3-12 | 1-8 | 1-8 | 3-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Lessons learned, Action items, Event summary | PERT Estimate, Expected Value, Risk Notes | Three-Point Estimate, Risk Range, Assumption Notes | Learning Review Notes, System Factors, Improvement Actions |
Tagsno overlap | LearningOperationsImprovement | EstimationUncertaintyRisk | EstimationUncertaintyForecasting | LearningRetrospectiveIncidentOperations |