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| Criterion |  Operations Change Analysis |  Agile Ideal Days |  Decision Making PERT Estimation |  Operations Failure Mode and Effects Analysis |
|---|---|---|---|---|
Purposedifferent | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | When effort needs to be thought of as real working time, it offers a simple common denominator for comparison. It sorts work by value, risk, and delivery ability. The result is captured as Ideal Day Estimates, Assumption Notes, and Capacity Caveats. | 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. | 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 | Medium | Low | Medium | High |
Timedifferent | 45-120 min | 15-60 min | 15-45 min | 2-6 h |
Participantsdifferent | 2-6 | 2-9 | 1-8 | 3-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Ideal Day Estimates, Assumption Notes, Capacity Caveats | PERT Estimate, Expected Value, Risk Notes | FMEA Table, Risk Priority, Mitigation Actions |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | EstimationEffortAgile | EstimationUncertaintyRisk | RiskQualityOperationsRoot cause |