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| Criterion |  Decision Making PERT Estimation |  Delivery Value Stream Mapping |  Operations Barrier Analysis |  Operations Fault Tree 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 delivery work dissolves into wait times, handoffs, and hidden effort, Value Stream Mapping makes the actual flow visible. The method exposes bottlenecks, idle time, and feedback loops so lead time and improvement levers become tangible. | For a risk that can only be managed through multiple layers of protection, the method examines the effectiveness of each barrier. It shows where safeguards are missing, too weak, or fail under real conditions. | For a critical top event with several possible triggers, the method logically models failure paths. It makes visible which combinations of conditions can lead to damage. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | 15-45 min | 1-3 h | 2-4 h | 2-6 h |
Participantsdifferent | 1-8 | 4-10 | 2-6 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Current-state map, Future-state map, Bottleneck list | Barrier Inventory, Failure Analysis per Barrier, Action Backlog | Fault Tree, Critical Paths, Cause Hypotheses, Control Actions |
Tagsno overlap | EstimationUncertaintyRisk | LeanFlowWasteDelivery | Root causeSafetyIncident | RiskRoot causeSafety |