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| Criterion |  Decision Making PERT Estimation |  Operations Change Analysis |  Operations Causal Factor 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 deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | For an event with a complicated course, the method breaks down the contributing factors along the timeline. It shows how conditions, decisions, and reactions together produce a course of events. |
Complexitydifferent | Medium | Medium | High |
Timedifferent | 15-45 min | 45-120 min | 2-6 h |
Participantsdifferent | 1-8 | 2-6 | 3-10 |
Formatsame | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions |
Tagsno overlap | EstimationUncertaintyRisk | ChangeRoot causeTroubleshootingComparison | CausalityIncidentRoot causeTimeline |
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