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| Criterion |  Decision Making Decision Tree |  Agile Example Mapping |  Decision Making Constraint Analysis |  Decision Making Pre-Mortem |
|---|---|---|---|---|
Purposedifferent | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | When a story carries business rules and exceptions, it brings clarity before implementation. It makes examples, open questions, and boundaries visible enough that the logic becomes jointly sound. | 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. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 30-90 min | 30-60 min | 30-90 min | 20–45 min |
Participantsdifferent | 1-6 | 3-7 | 2-8 | Small cross-functional group |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Decision Tree, Option Map, Assumption List | Example Map, Acceptance Criteria, Open Questions | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Risk list, Mitigation plan, Assumption log |
Tagsno overlap | DecisionTreeOptions | Behavior-Driven DevelopmentRequirementsExamplesRefinement | ConstraintsDecisionPlanningOptions | RiskDecisionFailurePlanning |