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| Criterion |  Decision Making PERT Estimation |  Operations Barrier Analysis |  Systems Thinking Current Reality Tree |  Operations Fault Tree Analysis |
|---|---|---|---|---|
Purposedifferent | On complex initiatives, a plain average tends to understate just how uncertain the outcome really is. It separates options, evaluation criteria, and open risks. The result is captured as a PERT Estimate, Expected Value, and Risk Notes. | 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. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. | 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 | Medium | High | High |
Timedifferent | 15-45 min | 2-4 h | 2-6 h | 2-6 h |
Participantsdifferent | 1-8 | 2-6 | 3-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Barrier Inventory, Failure Analysis per Barrier, Action Backlog | Current Reality Tree, Core Problems, Intervention Ideas | Fault Tree, Critical Paths, Cause Hypotheses, Control Actions |
Tagsno overlap | EstimationUncertaintyRisk | Root causeSafetyIncident | Systems thinkingRoot causeConstraintsCausality | RiskRoot causeSafety |