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| Criterion |  Decision Making Pareto Analysis |  Innovation Lean Startup |  Architecture Risk Storming |  Operations Failure Mode and Effects Analysis |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | 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 | Low | Medium | Low | High |
Timedifferent | 30-60 min | Wochen bis Monate je Lernzyklus | 60-90 min | 2-6 h |
Participantsdifferent | 1-6 | 2-8 | 4-12 | 3-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Pareto Chart, Top Causes, Focus List | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Annotated Diagram, Prioritized Risk List, Action Backlog | FMEA Table, Risk Priority, Mitigation Actions |
Tagsno overlap | PrioritizationQualityFocusRoot cause | LeanStartupValidationMVP | RiskArchitectureWorkshopValidation | RiskQualityOperationsRoot cause |