View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Decision Making PERT Estimation |  Operations Root Cause Tree Analysis |  Decision Making Three-Point Estimation |  Operations 5 Whys |
|---|---|---|---|---|
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. | For a problem with several suspected causes, the method builds a causal structure instead of a mere list. It makes visible how causes connect and where the strongest points of leverage lie. | A single estimate for effort, time, or risk often looks too smooth for the real uncertainty behind it. It separates options, evaluation criteria, and open risks. The result is captured as a Three-Point Estimate, Risk Range, and Assumption Notes. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 15-45 min | 1-3 h | 10-30 min je Item | 15-30 min |
Participantsdifferent | 1-8 | 2-8 | 1-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Cause Tree, Evidence Notes, Countermeasures | Three-Point Estimate, Risk Range, Assumption Notes | Root cause notes, Countermeasures |
Tagsno overlap | EstimationUncertaintyRisk | Root causeTreeIncidentQuality | EstimationUncertaintyForecasting | Root causeIncidentLeanProblem solving |