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| Criterion |  Decision Making Three-Point Estimation |  Operations 5 Whys |  Decision Making PERT Estimation |
|---|---|---|---|
Purposedifferent | A single estimate for effort, time, or risk often looks too smooth for the real uncertainty behind it. It separates options, evaluation criteria, and open risks. The result is captured as a Three-Point Estimate, Risk Range, and Assumption Notes. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. | On complex initiatives, a plain average tends to understate just how uncertain the outcome really is. It separates options, evaluation criteria, and open risks. The result is captured as a PERT Estimate, Expected Value, and Risk Notes. |
Complexitydifferent | Medium | Low | Medium |
Timedifferent | 10-30 min je Item | 15-30 min | 15-45 min |
Participantsdifferent | 1-8 | 2-6 | 1-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Three-Point Estimate, Risk Range, Assumption Notes | Root cause notes, Countermeasures | PERT Estimate, Expected Value, Risk Notes |
Tagsno overlap | EstimationUncertaintyForecasting | Root causeIncidentLeanProblem solving | EstimationUncertaintyRisk |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
