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| Criterion |  Operations Change Analysis |  Decision Making Pre-Mortem |  Operations ALPEN Method |  Decision Making Constraint 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. | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | 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. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 45-120 min | 20–45 min | 10-20 min daily | 30-90 min |
Participantsdifferent | 2-6 | Small cross-functional group | 1 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop + async |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Risk list, Mitigation plan, Assumption log | Daily Plan, Time Estimates, Review Notes | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | RiskDecisionFailurePlanning | PlanningTime managementProductivityOperations | ConstraintsDecisionPlanningOptions |