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| Criterion |  Operations After-Action Review |  Operations ABC Analysis |  Operations Fault Tree Analysis |  Operations Failure Mode and Effects Analysis |
|---|---|---|---|---|
Purposedifferent | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | 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. | 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. | 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. |
Complexitydifferent | Low | Low | High | High |
Timedifferent | 20-45 min | 30-60 min | 2-6 h | 2-6 h |
Participantsdifferent | 3-12 | 1-5 | 3-8 | 3-10 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop |
Outputdifferent | Lessons learned, Action items, Event summary | ABC Classification, Focus Rules, Control List | Fault Tree, Critical Paths, Cause Hypotheses, Control Actions | FMEA Table, Risk Priority, Mitigation Actions |
Tagsno overlap | LearningOperationsImprovement | PrioritizationOperationsPortfolio | RiskRoot causeSafety | RiskQualityOperationsRoot cause |