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| Criterion |  Decision Making PERT Estimation |  Agile Ideal Days |  Engineering Failure Scenario Analysis |  Agile ROAM Board |
|---|---|---|---|---|
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. | When effort needs to be thought of as real working time, it offers a simple common denominator for comparison. It sorts work by value, risk, and delivery ability. The result is captured as Ideal Day Estimates, Assumption Notes, and Capacity Caveats. | In critical processes, it is not enough to plan only for the normal case. Failure Scenario Analysis looks at the path into failure and shows which failures, chains, and control gaps cause the most damage. | When work needs to move between different states or columns, it makes that movement and its handoffs legible. It sorts work by value, risk, and delivery ability. The result is captured as a ROAM Board and an Owner List. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 15-45 min | 15-60 min | 1-3 h | 20-40 min initial, dann laufend |
Participantsdifferent | 1-8 | 2-9 | 3-8 | 3-15 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Failure Scenarios, Risk Notes, Control Gaps, Test and Response Actions | ROAM Board, Owner List |
Tagsno overlap | EstimationUncertaintyRisk | EstimationEffortAgile | FailureResilienceRisk | RiskAgileTrackingAlignment |