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| Criterion |  Decision Making Risk Matrix |  Operations Causal Factor Analysis |  Delivery Cost of Delay |  Systems Thinking Current Reality Tree |
|---|---|---|---|---|
Purposedifferent | 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 an event with a complicated course, the method breaks down the contributing factors along the timeline. It shows how conditions, decisions, and reactions together produce a course of events. | Helps clarify scope, order, and delivery flow in concrete terms. It makes work, constraints, and sequence manageable. The result is captured as a Cost of Delay table and prioritization sequence. | 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. |
Complexitydifferent | Low | High | High | High |
Timedifferent | 30-60 min | 2-6 h | 90-180 min | 2-6 h |
Participantsdifferent | 3-10 | 3-10 | 3-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Risk Matrix, Top Risk List | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions | CoD Table, Prioritization Sequence | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | RiskDecisionPrioritizationAssessment | CausalityIncidentRoot causeTimeline | PrioritizationDeliveryEconomicsDecision | Systems thinkingRoot causeConstraintsCausality |