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| Criterion |  Decision Making Pre-Mortem |  Product Discovery Opportunity Interview |  Engineering Failure Scenario Analysis |  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. | 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. | 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. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 20–45 min | 30-60 min je Interview | 1-3 h | 30-60 min je Interview |
Participantsdifferent | Small cross-functional group | 5-12 Interviews | 3-8 | 5-12 Interviews |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Interview Notes, Opportunity Themes, Customer Quotes | Failure Scenarios, Risk Notes, Control Gaps, Test and Response Actions | Problem Evidence, Risk Notes, Customer Segments |
Tagsno overlap | RiskDecisionFailurePlanning | DiscoveryInterviewsOpportunityCustomer | FailureResilienceRisk | DiscoveryInterviewsValidation |