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| Criterion |  Decision Making PERT Estimation |  Operations ALPEN Method |  Operations Failure Mode and Effects Analysis |  Operations Fault Tree 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. | With an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | 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. | 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. |
Complexitydifferent | Medium | Low | High | High |
Timedifferent | 15-45 min | 10-20 min daily | 2-6 h | 2-6 h |
Participantsdifferent | 1-8 | 1 | 3-10 | 3-8 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop + async |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Daily Plan, Time Estimates, Review Notes | FMEA Table, Risk Priority, Mitigation Actions | Fault Tree, Critical Paths, Cause Hypotheses, Control Actions |
Tagsno overlap | EstimationUncertaintyRisk | PlanningTime managementProductivityOperations | RiskQualityOperationsRoot cause | RiskRoot causeSafety |