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| Criterion |  Decision Making Pre-Mortem |  Engineering Failure Scenario Analysis |  Product Discovery Opportunity Interview |  Product Discovery Problem Interview |
|---|---|---|---|---|
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. | 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. | When opportunities are still hidden behind signals of need, it structures conversations around needs and obstacles. It looks for patterns that lead to new product opportunities. | When the picture of the problem still needs to become solid, it asks about real situations and consequences. It separates genuine suffering from mere interest in a solution. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 20–45 min | 1-3 h | 30-60 min je Interview | 30-60 min je Interview |
Participantsdifferent | Small cross-functional group | 3-8 | 5-12 Interviews | 5-12 Interviews |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Failure Scenarios, Risk Notes, Control Gaps, Test and Response Actions | Interview Notes, Opportunity Themes, Customer Quotes | Problem Evidence, Risk Notes, Customer Segments |
Tagsno overlap | RiskDecisionFailurePlanning | FailureResilienceRisk | DiscoveryInterviewsOpportunityCustomer | DiscoveryInterviewsValidation |