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| Criterion |  Operations Change Analysis |  Decision Making Risk Matrix |  Operations Barrier Analysis |  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. | When a project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. | 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. | 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 | Low | Medium | High |
Timedifferent | 45-120 min | 30-60 min | 2-4 h | 2-6 h |
Participantsdifferent | 2-6 | 3-10 | 2-6 | 3-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Risk Matrix, Top Risk List | Barrier Inventory, Failure Analysis per Barrier, Action Backlog | Fault Tree, Critical Paths, Cause Hypotheses, Control Actions |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | RiskDecisionPrioritizationAssessment | Root causeSafetyIncident | RiskRoot causeSafety |