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| Criterion |  Operations ABC Analysis |  Decision Making Decision Matrix |  Decision Making RAPID |  Operations RACI Matrix |
|---|---|---|---|---|
Purposedifferent | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | When several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. | In complex management decisions, clarity is often missing about who recommends, who agrees, and who makes the decision. RAPID creates this assignment and stabilizes decisions across several levels. | With unclear responsibilities across several roles or areas, the method creates unambiguous accountability logic. It reduces friction because decision, execution, contribution, and information become separately visible. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 30-60 min | 45-90 min | 45-90 min | 45-90 min |
Participantsdifferent | 1-5 | 2-8 | 3-12 | 2-8 |
Formatdifferent | Async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | ABC Classification, Focus Rules, Control List | Decision Matrix, Scoring Rationale, Selected Option | RAPID Role Map, Recommendation, Decision Log | RACI Matrix, Responsibility Map, Decision Notes |
Tagsno overlap | PrioritizationOperationsPortfolio | DecisionCriteriaScoringTradeoffs | DecisionRolesGovernance | RolesResponsibilityGovernanceOperations |