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| Criterion |  Decision Making Decision Rights Mapping |  Decision Making Pre-Mortem |  Operations ALPEN Method |  Operations RACI Matrix |
|---|---|---|---|---|
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. | 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. | 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. | 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. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 90-180 min | 20–45 min | 10-20 min daily | 45-90 min |
Participantsdifferent | 4-12 | Small cross-functional group | 1 | 2-8 |
Formatdifferent | Workshop | Workshop | Async | Workshop + async |
Outputdifferent | Decision Rights Matrix, Agreement | Risk list, Mitigation plan, Assumption log | Daily Plan, Time Estimates, Review Notes | RACI Matrix, Responsibility Map, Decision Notes |
Tagsno overlap | DecisionGovernanceAlignmentResponsibility | RiskDecisionFailurePlanning | PlanningTime managementProductivityOperations | RolesResponsibilityGovernanceOperations |