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| Criterion |  Agile Ideal Days |  Decision Making PERT Estimation |  Operations Gemba Walk |  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. | 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. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | 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 | Medium | Low | High |
Timedifferent | 15-60 min | 15-45 min | 30-120 min | 2-6 h |
Participantsdifferent | 2-9 | 1-8 | 2-6 | 3-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | PERT Estimate, Expected Value, Risk Notes | Observation Notes, Improvement Ideas | FMEA Table, Risk Priority, Mitigation Actions |
Tagsno overlap | EstimationEffortAgile | EstimationUncertaintyRisk | LeanObservationProcessOperations | RiskQualityOperationsRoot cause |