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| Criterion |  Decision Making Pre-Mortem |  Knowledge Modeling Knowledge Mapping |  Decision Making Decision Tree |  Engineering Failure Scenario 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. | Knowledge Mapping makes knowledge, gaps, and transfer paths visible across a field. It fits when expertise should not just exist but also be findable and transferable. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 20–45 min | 1-3 h | 30-90 min | 1-3 h |
Participantsdifferent | Small cross-functional group | 3-12 | 1-6 | 3-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Knowledge Map, Critical Knowledge Areas, Transfer Plan | Decision Tree, Option Map, Assumption List | Failure Scenarios, Risk Notes, Control Gaps, Test and Response Actions |
Tagsno overlap | RiskDecisionFailurePlanning | KnowledgeMappingRisk | DecisionTreeOptions | FailureResilienceRisk |