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| Criterion |  Decision Making Three-Point Estimation |  Operations ABC Analysis |  Operations Root Cause Analysis |  Operations Fishbone Diagram |
|---|---|---|---|---|
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. | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | When a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. | When a problem has several possible contributing factors, the method sorts causes by cause areas. It prevents an initial hunch from blocking the view of other plausible drivers. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 10-30 min je Item | 30-60 min | 1-4 h | 30-60 min |
Participantsdifferent | 1-8 | 1-5 | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop |
Outputdifferent | Three-Point Estimate, Risk Range, Assumption Notes | ABC Classification, Focus Rules, Control List | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | Fishbone Diagram, Cause Categories, Investigation Backlog |
Tagsno overlap | EstimationUncertaintyForecasting | PrioritizationOperationsPortfolio | Root causeProblem solvingQualityIncident | Root causeQualityOperations |