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| Criterion |  Decision Making PERT Estimation |  Agile Planning Poker |  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 estimates within the team diverge too much, it puts differing expectations on a common test bench. It separates rough complexity from unspoken assumptions. | 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 | Low | High | Low |
Timedifferent | 15-45 min | 2-5 min je Item | 2-6 h | 30-60 min |
Participantsdifferent | 1-8 | 3-9 | 3-10 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Relative Estimates, Assumption Notes, Split Candidates | FMEA Table, Risk Priority, Mitigation Actions | Fishbone Diagram, Cause Categories, Investigation Backlog |
Tagsno overlap | EstimationUncertaintyRisk | EstimationAgileRelative sizingTeam | RiskQualityOperationsRoot cause | Root causeQualityOperations |