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| Criterion |  Product Discovery Kano Model |  Decision Making Risk Matrix |  Decision Making Pre-Mortem |  Engineering Failure Scenario Analysis |
|---|---|---|---|---|
Purposedifferent | When features need to be distinguished by their effect on satisfaction, it makes expectations and surprises comparable. It separates basic needs, performance contribution, and delight. | When a project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk 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. | 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. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 1-2 Tage | 30-60 min | 20–45 min | 1-3 h |
Participantsdifferent | 10-50 | 3-10 | Small cross-functional group | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Kano Matrix, Feature Classes, Priority Themes | Risk Matrix, Top Risk List | Risk list, Mitigation plan, Assumption log | Failure Scenarios, Risk Notes, Control Gaps, Test and Response Actions |
Tagsno overlap | SatisfactionPrioritizationCustomer | RiskDecisionPrioritizationAssessment | RiskDecisionFailurePlanning | FailureResilienceRisk |