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| Criterion |  Decision Making Pre-Mortem |  Operations ALPEN Method |  Operations After-Action Review |  Engineering Failure Scenario Analysis |
|---|---|---|---|---|
Purposedifferent | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | With an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | In critical processes, it is not enough to plan only for the normal case. Failure Scenario Analysis looks at the path into failure and shows which failures, chains, and control gaps cause the most damage. |
Complexitydifferent | Low | Low | Low | Medium |
Timedifferent | 20–45 min | 10-20 min daily | 20-45 min | 1-3 h |
Participantsdifferent | Small cross-functional group | 1 | 3-12 | 3-8 |
Formatdifferent | Workshop | Async | Workshop + async | Workshop |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Daily Plan, Time Estimates, Review Notes | Lessons learned, Action items, Event summary | Failure Scenarios, Risk Notes, Control Gaps, Test and Response Actions |
Tagsno overlap | RiskDecisionFailurePlanning | PlanningTime managementProductivityOperations | LearningOperationsImprovement | FailureResilienceRisk |