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| Criterion |  Decision Making Risk Matrix |  Operations Causal Factor Analysis |  Decision Making Pareto Analysis |  Operations Root Cause Analysis |
|---|---|---|---|---|
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. | 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 problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. |
Complexitydifferent | Low | High | Low | Medium |
Timedifferent | 30-60 min | 2-6 h | 30-60 min | 1-4 h |
Participantsdifferent | 3-10 | 3-10 | 1-6 | 3-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Risk Matrix, Top Risk List | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions | Pareto Chart, Top Causes, Focus List | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan |
Tagsno overlap | RiskDecisionPrioritizationAssessment | CausalityIncidentRoot causeTimeline | PrioritizationQualityFocusRoot cause | Root causeProblem solvingQualityIncident |