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| Criterion |  Operations Change Analysis |  Decision Making PERT Estimation |  Facilitation Dot Estimation |  Operations Fault Tree 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. | 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. | 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. | 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. |
Complexitydifferent | Medium | Medium | Low | High |
Timedifferent | 45-120 min | 15-45 min | 5-20 min | 2-6 h |
Participantsdifferent | 2-6 | 1-8 | 3-20 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | PERT Estimate, Expected Value, Risk Notes | Effort Heatmap, Risk Signals, Discussion Targets | Fault Tree, Critical Paths, Cause Hypotheses, Control Actions |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | EstimationUncertaintyRisk | EstimationEffortRisk | RiskRoot causeSafety |