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| Criterion |  Product Discovery Opportunity Scoring |  Product Discovery Jobs to Be Done |  Operations Failure Mode and Effects Analysis |  Decision Making Pareto Analysis |
|---|---|---|---|---|
Purposedifferent | When opportunities need ranking by their effect, it makes importance and satisfaction directly comparable. It separates problem, assumption, solution, and evidence. The result is captured as an opportunity-score table and top outcomes. | When switching motives and progress are unclear, it reconstructs the situation from real customer circumstances. It shows why a switch happens and what kind of progress is being sought. | 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. | In many problem situations, effect is distributed unequally across many causes. A Pareto Analysis separates the few drivers with high leverage from the long remainder and focuses attention on what measurably moves the needle. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | 60-120 min | 1-3 Wochen | 2-6 h | 30-60 min |
Participantsdifferent | 3-6 | 5-12 Interviews | 3-10 | 1-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Opportunity Score Table, Top Outcomes | Job Stories, Outcome Statements, Opportunity List | FMEA Table, Risk Priority, Mitigation Actions | Pareto Chart, Top Causes, Focus List |
Tagsno overlap | PrioritizationDiscoveryOutcomesNeeds | CustomerOutcomesNeeds | RiskQualityOperationsRoot cause | PrioritizationQualityFocusRoot cause |