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| Criterion |  Decision Making Constraint Analysis |  Decision Making Decision Rights Mapping |  Business Strategy GAP Analysis |  Decision Making DACI |
|---|---|---|---|---|
Purposedifferent | 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 organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 30-90 min | 90-180 min | 1-3 h | 30-60 min |
Participantsdifferent | 2-8 | 4-12 | 2-8 | 2-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Decision Rights Matrix, Agreement | Gap Matrix, Action Plan, Risk Notes | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | ConstraintsDecisionPlanningOptions | DecisionGovernanceAlignmentResponsibility | StrategyAnalysisPlanning | DecisionRolesGovernanceAlignment |