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| Criterion |  Decision Making Three-Point Estimation |  Operations 5 Whys |  Decision Making PERT Estimation |  Operations Barrier Analysis |
|---|---|---|---|---|
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. | For a risk that can only be managed through multiple layers of protection, the method examines the effectiveness of each barrier. It shows where safeguards are missing, too weak, or fail under real conditions. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 10-30 min je Item | 15-30 min | 15-45 min | 2-4 h |
Participantsdifferent | 1-8 | 2-6 | 1-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Three-Point Estimate, Risk Range, Assumption Notes | Root cause notes, Countermeasures | PERT Estimate, Expected Value, Risk Notes | Barrier Inventory, Failure Analysis per Barrier, Action Backlog |
Tagsno overlap | EstimationUncertaintyForecasting | Root causeIncidentLeanProblem solving | EstimationUncertaintyRisk | Root causeSafetyIncident |