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| Criterion |  Agile Ideal Days |  Operations Fault Tree Analysis |  Decision Making PERT Estimation |  Operations Barrier 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. | For a critical top event with several possible triggers, the method logically models failure paths. It makes visible which combinations of conditions can lead to damage. | On complex initiatives, a plain average tends to understate just how uncertain the outcome really is. It separates options, evaluation criteria, and open risks. The result is captured as a PERT Estimate, Expected Value, and Risk Notes. | For a risk that can only be managed through multiple layers of protection, the method examines the effectiveness of each barrier. It shows where safeguards are missing, too weak, or fail under real conditions. |
Complexitydifferent | Low | High | Medium | Medium |
Timedifferent | 15-60 min | 2-6 h | 15-45 min | 2-4 h |
Participantsdifferent | 2-9 | 3-8 | 1-8 | 2-6 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Fault Tree, Critical Paths, Cause Hypotheses, Control Actions | PERT Estimate, Expected Value, Risk Notes | Barrier Inventory, Failure Analysis per Barrier, Action Backlog |
Tagsno overlap | EstimationEffortAgile | RiskRoot causeSafety | EstimationUncertaintyRisk | Root causeSafetyIncident |