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| Criterion |  Operations Change Analysis |  Operations Fault Tree Analysis |  Delivery Cost of Delay |  Decision Making Risk Matrix |
|---|---|---|---|---|
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. | 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. | Helps clarify scope, order, and delivery flow in concrete terms. It makes work, constraints, and sequence manageable. The result is captured as a Cost of Delay table and prioritization sequence. | When a project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. |
Complexitydifferent | Medium | High | High | Low |
Timedifferent | 45-120 min | 2-6 h | 90-180 min | 30-60 min |
Participantsdifferent | 2-6 | 3-8 | 3-8 | 3-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Fault Tree, Critical Paths, Cause Hypotheses, Control Actions | CoD Table, Prioritization Sequence | Risk Matrix, Top Risk List |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | RiskRoot causeSafety | PrioritizationDeliveryEconomicsDecision | RiskDecisionPrioritizationAssessment |