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| Criterion |  Agile Ideal Days |  Engineering Failure Scenario Analysis |  Agile ROAM Board |  Decision Making Pre-Mortem |
|---|---|---|---|---|
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. | 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 work needs to move between different states or columns, it makes that movement and its handoffs legible. It sorts work by value, risk, and delivery ability. The result is captured as a ROAM Board and an Owner 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 | Low | Medium | Low | Low |
Timedifferent | 15-60 min | 1-3 h | 20-40 min initial, dann laufend | 20–45 min |
Participantsdifferent | 2-9 | 3-8 | 3-15 | Small cross-functional group |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Failure Scenarios, Risk Notes, Control Gaps, Test and Response Actions | ROAM Board, Owner List | Risk list, Mitigation plan, Assumption log |
Tagsno overlap | EstimationEffortAgile | FailureResilienceRisk | RiskAgileTrackingAlignment | RiskDecisionFailurePlanning |