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| Criterion |  Decision Making Three-Point Estimation |  Operations Fault Tree Analysis |  Agile Ideal Days |  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 critical top event with several possible triggers, the method logically models failure paths. It makes visible which combinations of conditions can lead to damage. | When effort needs to be thought of as real working time, it offers a simple common denominator for comparison. It sorts work by value, risk, and delivery ability. The result is captured as Ideal Day Estimates, Assumption Notes, and Capacity Caveats. | 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 | High | Low | Medium |
Timedifferent | 10-30 min je Item | 2-6 h | 15-60 min | 2-4 h |
Participantsdifferent | 1-8 | 3-8 | 2-9 | 2-6 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Three-Point Estimate, Risk Range, Assumption Notes | Fault Tree, Critical Paths, Cause Hypotheses, Control Actions | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Barrier Inventory, Failure Analysis per Barrier, Action Backlog |
Tagsno overlap | EstimationUncertaintyForecasting | RiskRoot causeSafety | EstimationEffortAgile | Root causeSafetyIncident |