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| Criterion |  Decision Making Risk Matrix |  Decision Making Pre-Mortem |  Operations 5 Whys |
|---|---|---|---|
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. | 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 single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitysame | Low | Low | Low |
Timedifferent | 30-60 min | 20–45 min | 15-30 min |
Participantsdifferent | 3-10 | Small cross-functional group | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | Risk Matrix, Top Risk List | Risk list, Mitigation plan, Assumption log | Root cause notes, Countermeasures |
Tagsno overlap | RiskDecisionPrioritizationAssessment | RiskDecisionFailurePlanning | Root causeIncidentLeanProblem solving |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
