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| Criterion |  Agile NoEstimates |  Decision Making PERT Estimation |  Operations Fault Tree Analysis |  Operations Failure Mode and Effects Analysis |
|---|---|---|---|---|
Purposedifferent | When estimating slows a team down more than it helps, it shifts the focus to flow, small slices, and real lead time. It sorts work by value, risk, and delivery ability. The result is captured as Throughput Data, Flow Forecast, and Slicing Rules. | 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 critical top event with several possible triggers, the method logically models failure paths. It makes visible which combinations of conditions can lead to damage. | 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 | High | High |
Timedifferent | laufend | 15-45 min | 2-6 h | 2-6 h |
Participantsdifferent | 2-12 | 1-8 | 3-8 | 3-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Throughput Data, Flow Forecast, Slicing Rules | PERT Estimate, Expected Value, Risk Notes | Fault Tree, Critical Paths, Cause Hypotheses, Control Actions | FMEA Table, Risk Priority, Mitigation Actions |
Tagsno overlap | EstimationForecastingFlow | EstimationUncertaintyRisk | RiskRoot causeSafety | RiskQualityOperationsRoot cause |