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| Criterion |  Agile Ideal Days |  Facilitation Dot Estimation |  Operations Root Cause Tree Analysis |  Operations Failure Mode and Effects Analysis |
|---|---|---|---|---|
Purposedifferent | 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. | When size or effort can only be estimated roughly, Dot Estimation condenses the group's experience into a quick range. It turns individual contributions into a visible selection. The result is captured as an Effort Heatmap, Risk Signals, and Discussion Targets. | For a problem with several suspected causes, the method builds a causal structure instead of a mere list. It makes visible how causes connect and where the strongest points of leverage lie. | 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 | Low | Low | Medium | High |
Timedifferent | 15-60 min | 5-20 min | 1-3 h | 2-6 h |
Participantsdifferent | 2-9 | 3-20 | 2-8 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Effort Heatmap, Risk Signals, Discussion Targets | Cause Tree, Evidence Notes, Countermeasures | FMEA Table, Risk Priority, Mitigation Actions |
Tagsno overlap | EstimationEffortAgile | EstimationEffortRisk | Root causeTreeIncidentQuality | RiskQualityOperationsRoot cause |