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Selected:Three-Point EstimationFailure Mode and Effects AnalysisRoot Cause Tree AnalysisPERT Estimation
| Criterion |  Decision Making Three-Point Estimation |  Operations Failure Mode and Effects Analysis |  Operations Root Cause Tree Analysis |  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 process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. | For a problem with several suspected causes, the method builds a causal structure instead of a mere list. It makes visible how causes connect and where the strongest points of leverage lie. | 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 | High | Medium | Medium |
Timedifferent | 10-30 min je Item | 2-6 h | 1-3 h | 15-45 min |
Participantsdifferent | 1-8 | 3-10 | 2-8 | 1-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Three-Point Estimate, Risk Range, Assumption Notes | FMEA Table, Risk Priority, Mitigation Actions | Cause Tree, Evidence Notes, Countermeasures | PERT Estimate, Expected Value, Risk Notes |
Tagsno overlap | EstimationUncertaintyForecasting | RiskQualityOperationsRoot cause | Root causeTreeIncidentQuality | EstimationUncertaintyRisk |