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| Criterion |  Decision Making Constraint Analysis |  Decision Making Pre-Mortem |  Business Strategy Value Chain Analysis |
|---|---|---|---|
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 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. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. |
Complexitydifferent | Low | Low | High |
Timedifferent | 30-90 min | 20–45 min | Half day |
Participantsdifferent | 2-8 | Small cross-functional group | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Risk list, Mitigation plan, Assumption log | Value Chain Map, Lever List |
Tagsno overlap | ConstraintsDecisionPlanningOptions | RiskDecisionFailurePlanning | StrategyBusiness modelDiagnosisAnalysis |
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