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| Criterion |  Decision Making PERT Estimation |  Operations 5 Whys |  Agile Example Mapping |  Operations Root Cause Analysis |
|---|---|---|---|---|
Purposedifferent | 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 single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. | When a story carries business rules and exceptions, it brings clarity before implementation. It makes examples, open questions, and boundaries visible enough that the logic becomes jointly sound. | When a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 15-45 min | 15-30 min | 30-60 min | 1-4 h |
Participantsdifferent | 1-8 | 2-6 | 3-7 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Root cause notes, Countermeasures | Example Map, Acceptance Criteria, Open Questions | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan |
Tagsno overlap | EstimationUncertaintyRisk | Root causeIncidentLeanProblem solving | Behavior-Driven DevelopmentRequirementsExamplesRefinement | Root causeProblem solvingQualityIncident |