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| Criterion |  Engineering Failure Scenario Analysis |  Decision Making Risk Matrix |  Decision Making Red Teaming |  Decision Making Pre-Mortem |
|---|---|---|---|---|
Purposedifferent | In critical processes, it is not enough to plan only for the normal case. Failure Scenario Analysis looks at the path into failure and shows which failures, chains, and control gaps cause the most damage. | 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 strategic decisions with high reach, agreement and gut feeling are often not enough. Red teaming brings deliberate opposition into the situation and tests where a plan breaks under real counterarguments. | 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. |
Complexitydifferent | Medium | Low | High | Low |
Timedifferent | 1-3 h | 30-60 min | 1-4 h | 20–45 min |
Participantsdifferent | 3-8 | 3-10 | 3-8 | Small cross-functional group |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Failure Scenarios, Risk Notes, Control Gaps, Test and Response Actions | Risk Matrix, Top Risk List | Challenge Findings, Risk Register, Mitigation Plan | Risk list, Mitigation plan, Assumption log |
Tags1 shared | FailureResilienceRisk | RiskDecisionPrioritizationAssessment | RiskDecisionSensemaking | RiskDecisionFailurePlanning |