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| Criterion |  Decision Making Radar |  Operations Failure Mode and Effects Analysis |  Decision Making Pareto Analysis |  Decision Making Risk Matrix |
|---|---|---|---|---|
Purposedifferent | When capabilities, maturity levels, or market positions need to be compared across several dimensions, overview is easily lost. Radar brings different characteristics into a shared picture and shows patterns faster than tables do. | 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. | 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. | 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. |
Complexitydifferent | Medium | High | Low | Low |
Timedifferent | 1-2 h | 2-6 h | 30-60 min | 30-60 min |
Participantsdifferent | 2-10 | 3-10 | 1-6 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Radar Map, Capability Scores, Action Areas | FMEA Table, Risk Priority, Mitigation Actions | Pareto Chart, Top Causes, Focus List | Risk Matrix, Top Risk List |
Tagsno overlap | AssessmentPortfolioCapability | RiskQualityOperationsRoot cause | PrioritizationQualityFocusRoot cause | RiskDecisionPrioritizationAssessment |