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| Criterion |  Decision Making Pre-Mortem |  Engineering Failure Scenario Analysis |  Product Discovery Problem Interview |  Product Discovery Assumption Mapping |
|---|---|---|---|---|
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 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. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 20–45 min | 1-3 h | 30-60 min je Interview | 45-60 min |
Participantsdifferent | Small cross-functional group | 3-8 | 5-12 Interviews | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Failure Scenarios, Risk Notes, Control Gaps, Test and Response Actions | Problem Evidence, Risk Notes, Customer Segments | Assumption map, Test backlog, Risk ranking |
Tagsno overlap | RiskDecisionFailurePlanning | FailureResilienceRisk | DiscoveryInterviewsValidation | AssumptionsRiskExperimentsValidation |