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| Criterion |  Decision Making Decision Rights Mapping |  Decision Making Risk Matrix |  Operations ABC Analysis |  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. | When a project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | 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 | 30-60 min | 30-60 min | 45-90 min |
Participantsdifferent | 4-12 | 3-10 | 1-5 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Async | Workshop + async |
Outputdifferent | Decision Rights Matrix, Agreement | Risk Matrix, Top Risk List | ABC Classification, Focus Rules, Control List | RACI Matrix, Responsibility Map, Decision Notes |
Tagsno overlap | DecisionGovernanceAlignmentResponsibility | RiskDecisionPrioritizationAssessment | PrioritizationOperationsPortfolio | RolesResponsibilityGovernanceOperations |