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| Criterion |  Decision Making Pre-Mortem |  Decision Making Decision Tree |  Agile Ideal Days |  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. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | When effort needs to be thought of as real working time, it offers a simple common denominator for comparison. It sorts work by value, risk, and delivery ability. The result is captured as Ideal Day Estimates, Assumption Notes, and Capacity Caveats. | 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 | Medium | Low | Medium |
Timedifferent | 20–45 min | 30-90 min | 15-60 min | 1-3 h |
Participantsdifferent | Small cross-functional group | 1-6 | 2-9 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Decision Tree, Option Map, Assumption List | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Failure Scenarios, Risk Notes, Control Gaps, Test and Response Actions |
Tagsno overlap | RiskDecisionFailurePlanning | DecisionTreeOptions | EstimationEffortAgile | FailureResilienceRisk |