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| Criterion |  Innovation Lean Startup |  Operations Root Cause Tree Analysis |  Architecture Risk Storming |  Operations Failure Mode and Effects Analysis |
|---|---|---|---|---|
Purposedifferent | For uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. | 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. | Helps clarify architecture context, options, and consequences in concrete terms. It organizes technical context, alternatives, and consequences. The result is captured as an Annotated Diagram, a Prioritized Risk List, and an Action Backlog. | 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 | Medium | Medium | Low | High |
Timedifferent | Wochen bis Monate je Lernzyklus | 1-3 h | 60-90 min | 2-6 h |
Participantsdifferent | 2-8 | 2-8 | 4-12 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Cause Tree, Evidence Notes, Countermeasures | Annotated Diagram, Prioritized Risk List, Action Backlog | FMEA Table, Risk Priority, Mitigation Actions |
Tagsno overlap | LeanStartupValidationMVP | Root causeTreeIncidentQuality | RiskArchitectureWorkshopValidation | RiskQualityOperationsRoot cause |