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| Criterion |  Operations Change Analysis |  Operations ALPEN Method |  Operations Barrier Analysis |  Operations Causal Factor Analysis |
|---|---|---|---|---|
Purposedifferent | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | With an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | 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. | 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. |
Complexitydifferent | Medium | Low | Medium | High |
Timedifferent | 45-120 min | 10-20 min daily | 2-4 h | 2-6 h |
Participantsdifferent | 2-6 | 1 | 2-6 | 3-10 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop + async |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Daily Plan, Time Estimates, Review Notes | Barrier Inventory, Failure Analysis per Barrier, Action Backlog | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | PlanningTime managementProductivityOperations | Root causeSafetyIncident | CausalityIncidentRoot causeTimeline |