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| Criterion |  Operations Fault Tree Analysis |  Decision Making Risk Matrix |  Decision Making Pareto Analysis |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
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. | 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 many problem situations, effect is distributed unequally across many causes. A Pareto Analysis separates the few drivers with high leverage from the long remainder and focuses attention on what measurably moves the needle. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. |
Complexitydifferent | High | Low | Low | Low |
Timedifferent | 2-6 h | 30-60 min | 30-60 min | 45-90 min |
Participantsdifferent | 3-8 | 3-10 | 1-6 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Fault Tree, Critical Paths, Cause Hypotheses, Control Actions | Risk Matrix, Top Risk List | Pareto Chart, Top Causes, Focus List | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | RiskRoot causeSafety | RiskDecisionPrioritizationAssessment | PrioritizationQualityFocusRoot cause | AssumptionsRiskDecisionDiscovery |