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| Criterion |  Decision Making Three-Point Estimation |  Operations Barrier Analysis |  Systems Thinking Current Reality Tree |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | A single estimate for effort, time, or risk often looks too smooth for the real uncertainty behind it. It separates options, evaluation criteria, and open risks. The result is captured as a Three-Point Estimate, Risk Range, and Assumption Notes. | For a risk that can only be managed through multiple layers of protection, the method examines the effectiveness of each barrier. It shows where safeguards are missing, too weak, or fail under real conditions. | 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. | 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. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | 10-30 min je Item | 2-4 h | 2-6 h | 15-30 min |
Participantsdifferent | 1-8 | 2-6 | 3-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Three-Point Estimate, Risk Range, Assumption Notes | Barrier Inventory, Failure Analysis per Barrier, Action Backlog | Current Reality Tree, Core Problems, Intervention Ideas | Root cause notes, Countermeasures |
Tagsno overlap | EstimationUncertaintyForecasting | Root causeSafetyIncident | Systems thinkingRoot causeConstraintsCausality | Root causeIncidentLeanProblem solving |