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| Criterion |  Decision Making Constraint Analysis |  Innovation Design Sprint |  Product Discovery Assumption Mapping |  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. | When the product question is unclear and time pressure is high, the method takes a team from an open idea to a testable solution. It connects problem understanding, decision, and learning in one compact format, lowering the risk of spending a lot of energy on a mere guess. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | 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 | High | Medium | Low |
Timedifferent | 30-90 min | 4-5 Tage | 45-60 min | 20–45 min |
Participantsdifferent | 2-8 | 5-8 | 2-8 | Small cross-functional group |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Prototype, Test Findings, Decision Rationale | Assumption map, Test backlog, Risk ranking | Risk list, Mitigation plan, Assumption log |
Tagsno overlap | ConstraintsDecisionPlanningOptions | Design sprintPrototypeValidationInnovation | AssumptionsRiskExperimentsValidation | RiskDecisionFailurePlanning |