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| Criterion |  Decision Making Pre-Mortem |  Operations Change Analysis |  Decision Making Risk Matrix |  Operations Failure Mode and Effects Analysis |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | For a process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. |
Complexitydifferent | Low | Medium | Low | High |
Timedifferent | 20–45 min | 45-120 min | 30-60 min | 2-6 h |
Participantsdifferent | Small cross-functional group | 2-6 | 3-10 | 3-10 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Risk Matrix, Top Risk List | FMEA Table, Risk Priority, Mitigation Actions |
Tagsno overlap | RiskDecisionFailurePlanning | ChangeRoot causeTroubleshootingComparison | RiskDecisionPrioritizationAssessment | RiskQualityOperationsRoot cause |