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| Criterion |  Decision Making Decision Rights Mapping |  Decision Making Constraint Analysis |  Operations RACI Matrix |  Operations ALPEN Method |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | With unclear responsibilities across several roles or areas, the method creates unambiguous accountability logic. It reduces friction because decision, execution, contribution, and information become separately visible. | 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. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 90-180 min | 30-90 min | 45-90 min | 10-20 min daily |
Participantsdifferent | 4-12 | 2-8 | 2-8 | 1 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Async |
Outputdifferent | Decision Rights Matrix, Agreement | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | RACI Matrix, Responsibility Map, Decision Notes | Daily Plan, Time Estimates, Review Notes |
Tagsno overlap | DecisionGovernanceAlignmentResponsibility | ConstraintsDecisionPlanningOptions | RolesResponsibilityGovernanceOperations | PlanningTime managementProductivityOperations |