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| Criterion |  Decision Making PERT Estimation |  Agile NoEstimates |  Operations Failure Mode and Effects Analysis |  Operations Fishbone Diagram |
|---|---|---|---|---|
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 estimating slows a team down more than it helps, it shifts the focus to flow, small slices, and real lead time. It sorts work by value, risk, and delivery ability. The result is captured as Throughput Data, Flow Forecast, and Slicing Rules. | 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. | When a problem has several possible contributing factors, the method sorts causes by cause areas. It prevents an initial hunch from blocking the view of other plausible drivers. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | 15-45 min | laufend | 2-6 h | 30-60 min |
Participantsdifferent | 1-8 | 2-12 | 3-10 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Throughput Data, Flow Forecast, Slicing Rules | FMEA Table, Risk Priority, Mitigation Actions | Fishbone Diagram, Cause Categories, Investigation Backlog |
Tagsno overlap | EstimationUncertaintyRisk | EstimationForecastingFlow | RiskQualityOperationsRoot cause | Root causeQualityOperations |