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| Criterion |  Operations Fault Tree Analysis |  Decision Making Pre-Mortem |  Decision Making Decision Rights Mapping |  Decision Making Constraint Analysis |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | 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 | High | Low | Medium | Low |
Timedifferent | 2-6 h | 20–45 min | 90-180 min | 30-90 min |
Participantsdifferent | 3-8 | Small cross-functional group | 4-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Fault Tree, Critical Paths, Cause Hypotheses, Control Actions | Risk list, Mitigation plan, Assumption log | Decision Rights Matrix, Agreement | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | RiskRoot causeSafety | RiskDecisionFailurePlanning | DecisionGovernanceAlignmentResponsibility | ConstraintsDecisionPlanningOptions |