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| Criterion |  Agile Planning Poker |  Operations Root Cause Analysis |  Operations Barrier Analysis |  Operations Root Cause Tree Analysis |
|---|---|---|---|---|
Purposedifferent | When estimates within the team diverge too much, it puts differing expectations on a common test bench. It separates rough complexity from unspoken assumptions. | 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. | 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 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. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 2-5 min je Item | 1-4 h | 2-4 h | 1-3 h |
Participantsdifferent | 3-9 | 3-8 | 2-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Relative Estimates, Assumption Notes, Split Candidates | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | Barrier Inventory, Failure Analysis per Barrier, Action Backlog | Cause Tree, Evidence Notes, Countermeasures |
Tagsno overlap | EstimationAgileRelative sizingTeam | Root causeProblem solvingQualityIncident | Root causeSafetyIncident | Root causeTreeIncidentQuality |