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| Criterion |  Engineering Failure Scenario Analysis |  Product Strategy Impact Mapping |  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. | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | 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 | Medium | High | Low |
Timedifferent | 1-3 h | 45-90 min | Half day | 20–45 min |
Participantsdifferent | 3-8 | 3-8 | 3-8 | Small cross-functional group |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Failure Scenarios, Risk Notes, Control Gaps, Test and Response Actions | Impact Map, Outcome Hypotheses, Delivery Options | Value Chain Map, Lever List | Risk list, Mitigation plan, Assumption log |
Tagsno overlap | FailureResilienceRisk | OutcomesStrategyBehaviorPlanning | StrategyBusiness modelDiagnosisAnalysis | RiskDecisionFailurePlanning |