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| Criterion |  Operations Change Analysis |  Decision Making Pre-Mortem |  Operations Fault Tree Analysis |  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. | 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 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 | High | Low |
Timedifferent | 45-120 min | 20–45 min | 2-6 h | 30-90 min |
Participantsdifferent | 2-6 | Small cross-functional group | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Risk list, Mitigation plan, Assumption log | Fault Tree, Critical Paths, Cause Hypotheses, Control Actions | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | RiskDecisionFailurePlanning | RiskRoot causeSafety | ConstraintsDecisionPlanningOptions |