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| Criterion |  Operations Change Analysis |  Operations Fault Tree Analysis |  Operations Getting Things Done |  Operations Barrier 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. | 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. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. | 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. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | 45-120 min | 2-6 h | 1-2 h Setup, laufend | 2-4 h |
Participantsdifferent | 2-6 | 3-8 | 1 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop + async |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Fault Tree, Critical Paths, Cause Hypotheses, Control Actions | Action Lists, Project List, Review Routine | Barrier Inventory, Failure Analysis per Barrier, Action Backlog |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | RiskRoot causeSafety | ProductivityPlanningTasksExecution | Root causeSafetyIncident |