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| Criterion |  Operations ABC Analysis |  Decision Making Decision Tree |  Decision Making Risk Matrix |  Decision Making Constraint Analysis |
|---|---|---|---|---|
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. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 30-60 min | 30-90 min | 30-60 min | 30-90 min |
Participantsdifferent | 1-5 | 1-6 | 3-10 | 2-8 |
Formatdifferent | Async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | ABC Classification, Focus Rules, Control List | Decision Tree, Option Map, Assumption List | Risk Matrix, Top Risk List | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | PrioritizationOperationsPortfolio | DecisionTreeOptions | RiskDecisionPrioritizationAssessment | ConstraintsDecisionPlanningOptions |