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| Criterion |  Decision Making PERT Estimation |  Agile Specification by Example |  Operations 5 Whys |  Operations Root Cause 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. | 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 problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 15-45 min | 60-90 min pro Feature | 15-30 min | 1-4 h |
Participantsdifferent | 1-8 | 3-6 | 2-6 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Example Table, Acceptance Tests | Root cause notes, Countermeasures | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan |
Tagsno overlap | EstimationUncertaintyRisk | AgileRequirementsExamplesBehavior-Driven Development | Root causeIncidentLeanProblem solving | Root causeProblem solvingQualityIncident |