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| Criterion |  Engineering Failure Scenario Analysis |  Agile Ideal Days |  Decision Making Decision Tree |  Decision Making Constraint Analysis |
|---|---|---|---|---|
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. | 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. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 1-3 h | 15-60 min | 30-90 min | 30-90 min |
Participantsdifferent | 3-8 | 2-9 | 1-6 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Failure Scenarios, Risk Notes, Control Gaps, Test and Response Actions | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Decision Tree, Option Map, Assumption List | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | FailureResilienceRisk | EstimationEffortAgile | DecisionTreeOptions | ConstraintsDecisionPlanningOptions |