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| Criterion |  Decision Making PERT Estimation |  Agile Three Amigos |  Operations Root Cause Tree Analysis |  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 story, test, and implementation could drift apart, it brings business perspective, engineering, and quality together early. It prevents a story from being read differently only late in the process. | 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. | 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 | Low | Medium | Medium |
Timedifferent | 15-45 min | 15-30 min | 1-3 h | 1-4 h |
Participantsdifferent | 1-8 | 3 | 2-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Clarified Story, Test Examples, Open Questions | Cause Tree, Evidence Notes, Countermeasures | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan |
Tagsno overlap | EstimationUncertaintyRisk | CollaborationBehavior-Driven DevelopmentQualityRefinement | Root causeTreeIncidentQuality | Root causeProblem solvingQualityIncident |