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| Criterion |  Decision Making PERT Estimation |  Decision Making Wideband Delphi |  Operations Root Cause Tree Analysis |  Operations Failure Mode and Effects 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. | A single opinion rarely holds up for planning when the future is genuinely uncertain. It separates options, evaluation criteria, and open risks. The result is captured as an Estimate Range, Assumption Log, and Expert Consensus 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. | For a process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. |
Complexitydifferent | Medium | High | Medium | High |
Timedifferent | 15-45 min | 1-4 h or multiple rounds | 1-3 h | 2-6 h |
Participantsdifferent | 1-8 | 4-12 Experten | 2-8 | 3-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Estimate Range, Assumption Log, Expert Consensus Notes | Cause Tree, Evidence Notes, Countermeasures | FMEA Table, Risk Priority, Mitigation Actions |
Tagsno overlap | EstimationUncertaintyRisk | EstimationExpertsForecasting | Root causeTreeIncidentQuality | RiskQualityOperationsRoot cause |