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| Criterion |  Operations ALPEN Method |  Decision Making Pre-Mortem |  Decision Making Risk Matrix |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
Purposedifferent | With an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | 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. | 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. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 10-20 min daily | 20–45 min | 30-60 min | 45-90 min |
Participantsdifferent | 1 | Small cross-functional group | 3-10 | 2-8 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Daily Plan, Time Estimates, Review Notes | Risk list, Mitigation plan, Assumption log | Risk Matrix, Top Risk List | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | PlanningTime managementProductivityOperations | RiskDecisionFailurePlanning | RiskDecisionPrioritizationAssessment | AssumptionsRiskDecisionDiscovery |