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| Criterion |  Decision Making PERT Estimation |  Agile Specification by Example |  Operations 5 Whys |  Agile Example Mapping |
|---|---|---|---|---|
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 business rules need to become precise, it ties language, example, and test together. It sorts work by value, risk, and delivery ability. The result is captured as an Example Table and Acceptance Tests. | 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. | When a story carries business rules and exceptions, it brings clarity before implementation. It makes examples, open questions, and boundaries visible enough that the logic becomes jointly sound. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 15-45 min | 60-90 min pro Feature | 15-30 min | 30-60 min |
Participantsdifferent | 1-8 | 3-6 | 2-6 | 3-7 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Example Table, Acceptance Tests | Root cause notes, Countermeasures | Example Map, Acceptance Criteria, Open Questions |
Tagsno overlap | EstimationUncertaintyRisk | AgileRequirementsExamplesBehavior-Driven Development | Root causeIncidentLeanProblem solving | Behavior-Driven DevelopmentRequirementsExamplesRefinement |