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| Criterion |  Decision Making PERT Estimation |  Agile Ideal Days |  Operations Fault Tree Analysis |  Operations Failure Mode and Effects 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. | 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. | 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. | 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 | Medium | Low | High | High |
Timedifferent | 15-45 min | 15-60 min | 2-6 h | 2-6 h |
Participantsdifferent | 1-8 | 2-9 | 3-8 | 3-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Fault Tree, Critical Paths, Cause Hypotheses, Control Actions | FMEA Table, Risk Priority, Mitigation Actions |
Tagsno overlap | EstimationUncertaintyRisk | EstimationEffortAgile | RiskRoot causeSafety | RiskQualityOperationsRoot cause |