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| Criterion |  Operations Bottleneck Analysis |  Decision Making PERT Estimation |  Operations Causal Factor Analysis |  Systems Thinking Current Reality Tree |
|---|---|---|---|---|
Purposedifferent | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. | 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 an event with a complicated course, the method breaks down the contributing factors along the timeline. It shows how conditions, decisions, and reactions together produce a course of events. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. |
Complexitydifferent | Medium | Medium | High | High |
Timedifferent | 1-3 h | 15-45 min | 2-6 h | 2-6 h |
Participantsdifferent | 3-8 | 1-8 | 3-10 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | PERT Estimate, Expected Value, Risk Notes | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | FlowMeasurementConstraints | EstimationUncertaintyRisk | CausalityIncidentRoot causeTimeline | Systems thinkingRoot causeConstraintsCausality |