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| Criterion |  Engineering Failure Scenario Analysis |  Operations ALPEN Method |  Business Strategy Value Chain Analysis |  Decision Making Pre-Mortem |
|---|---|---|---|---|
Purposedifferent | In critical processes, it is not enough to plan only for the normal case. Failure Scenario Analysis looks at the path into failure and shows which failures, chains, and control gaps cause the most damage. | With an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. |
Complexitydifferent | Medium | Low | High | Low |
Timedifferent | 1-3 h | 10-20 min daily | Half day | 20–45 min |
Participantsdifferent | 3-8 | 1 | 3-8 | Small cross-functional group |
Formatdifferent | Workshop | Async | Workshop | Workshop |
Outputdifferent | Failure Scenarios, Risk Notes, Control Gaps, Test and Response Actions | Daily Plan, Time Estimates, Review Notes | Value Chain Map, Lever List | Risk list, Mitigation plan, Assumption log |
Tagsno overlap | FailureResilienceRisk | PlanningTime managementProductivityOperations | StrategyBusiness modelDiagnosisAnalysis | RiskDecisionFailurePlanning |