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| Criterion |  Operations After-Action Review |  Decision Making Three-Point Estimation |  Operations Process Mapping |  Decision Making PERT Estimation |
|---|---|---|---|---|
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. | 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. | 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. | 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. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 20-45 min | 10-30 min je Item | 1-3 h | 15-45 min |
Participantsdifferent | 3-12 | 1-8 | 3-10 | 1-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Lessons learned, Action items, Event summary | Three-Point Estimate, Risk Range, Assumption Notes | Process Map, Handoff List, Improvement Backlog | PERT Estimate, Expected Value, Risk Notes |
Tagsno overlap | LearningOperationsImprovement | EstimationUncertaintyForecasting | ProcessOperationsImprovement | EstimationUncertaintyRisk |