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| Criterion |  Decision Making Constraint Analysis |  Decision Making Decision Tree |  Agile Ideal Days |  Decision Making Pre-Mortem |
|---|---|---|---|---|
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. | 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 effort needs to be thought of as real working time, it offers a simple common denominator for comparison. It sorts work by value, risk, and delivery ability. The result is captured as Ideal Day Estimates, Assumption Notes, and Capacity Caveats. | 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 | Low | Medium | Low | Low |
Timedifferent | 30-90 min | 30-90 min | 15-60 min | 20–45 min |
Participantsdifferent | 2-8 | 1-6 | 2-9 | Small cross-functional group |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Decision Tree, Option Map, Assumption List | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Risk list, Mitigation plan, Assumption log |
Tagsno overlap | ConstraintsDecisionPlanningOptions | DecisionTreeOptions | EstimationEffortAgile | RiskDecisionFailurePlanning |