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| Criterion |  Decision Making PERT Estimation |  Agile Ideal Days |  DevOps Incident Command |  DevOps Blameless Postmortem |
|---|---|---|---|---|
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. | During an acute incident with several people involved, the method creates a clear leadership and communication structure. It reduces chaos when fast coordination and clean situational awareness are both needed at once. | After an incident with damage or a near miss, the method creates a sober field for learning without assigning blame. It directs attention to the course of events, conditions, and effective countermeasures. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 15-45 min | 15-60 min | As needed | 30-90 min |
Participantsdifferent | 1-8 | 2-9 | 4-15 | 3-12 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Incident Log, Action Tracker, Stakeholder Updates | Postmortem Doc, Action Items, Timeline |
Tagsno overlap | EstimationUncertaintyRisk | EstimationEffortAgile | IncidentOperationsReliability | Site Reliability EngineeringIncidentLearningReliability |