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| Criterion |  Decision Making PERT Estimation |  Decision Making Pre-Mortem |  Decision Making Constraint Analysis |  Engineering Failure Scenario 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. | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | 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. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 15-45 min | 20–45 min | 30-90 min | 1-3 h |
Participantsdifferent | 1-8 | Small cross-functional group | 2-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Risk list, Mitigation plan, Assumption log | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Failure Scenarios, Risk Notes, Control Gaps, Test and Response Actions |
Tagsno overlap | EstimationUncertaintyRisk | RiskDecisionFailurePlanning | ConstraintsDecisionPlanningOptions | FailureResilienceRisk |