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| Criterion |  Operations Change Analysis |  Decision Making Risk Matrix |  Decision Making OODA Loop |  Delivery Cost of Delay |
|---|---|---|---|---|
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. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. | Helps clarify scope, order, and delivery flow in concrete terms. It makes work, constraints, and sequence manageable. The result is captured as a Cost of Delay table and prioritization sequence. |
Complexitydifferent | Medium | Low | Medium | High |
Timedifferent | 45-120 min | 30-60 min | 15-60 min je Zyklus | 90-180 min |
Participantsdifferent | 2-6 | 3-10 | 1-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Risk Matrix, Top Risk List | Situation Assessment, Decision Loop, Action Updates | CoD Table, Prioritization Sequence |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | RiskDecisionPrioritizationAssessment | DecisionChangeLearningStrategy | PrioritizationDeliveryEconomicsDecision |