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| Criterion |  Product Discovery Assumption Mapping |  Operations ALPEN Method |  Decision Making Constraint Analysis |  Decision Making Pre-Mortem |
|---|---|---|---|---|
Purposedifferent | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | 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. | 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. | 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. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 45-60 min | 10-20 min daily | 30-90 min | 20–45 min |
Participantsdifferent | 2-8 | 1 | 2-8 | Small cross-functional group |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop |
Outputdifferent | Assumption map, Test backlog, Risk ranking | Daily Plan, Time Estimates, Review Notes | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Risk list, Mitigation plan, Assumption log |
Tagsno overlap | AssumptionsRiskExperimentsValidation | PlanningTime managementProductivityOperations | ConstraintsDecisionPlanningOptions | RiskDecisionFailurePlanning |