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| Criterion |  Operations Change Analysis |  Agile Ideal Days |  Operations Fault Tree Analysis |  Facilitation Dot Estimation |
|---|---|---|---|---|
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. | When effort needs to be thought of as real working time, it offers a simple common denominator for comparison. It sorts work by value, risk, and delivery ability. The result is captured as Ideal Day Estimates, Assumption Notes, and Capacity Caveats. | 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. | When size or effort can only be estimated roughly, Dot Estimation condenses the group's experience into a quick range. It turns individual contributions into a visible selection. The result is captured as an Effort Heatmap, Risk Signals, and Discussion Targets. |
Complexitydifferent | Medium | Low | High | Low |
Timedifferent | 45-120 min | 15-60 min | 2-6 h | 5-20 min |
Participantsdifferent | 2-6 | 2-9 | 3-8 | 3-20 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Fault Tree, Critical Paths, Cause Hypotheses, Control Actions | Effort Heatmap, Risk Signals, Discussion Targets |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | EstimationEffortAgile | RiskRoot causeSafety | EstimationEffortRisk |