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| Criterion |  Decision Making Decision Tree |  Decision Making Risk Matrix |  Delivery MoSCoW |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
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 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. | When a release carries too many demands and priorities are only ever negotiated, MoSCoW creates clear boundaries for the next cut. Must, Should, Could, and Won't make commitment, room for maneuver, and trade-off logic visible to everyone involved. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 30-90 min | 30-60 min | 30-90 min | 45-90 min |
Participantsdifferent | 1-6 | 3-10 | 3-12 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Decision Tree, Option Map, Assumption List | Risk Matrix, Top Risk List | Prioritized Backlog, Release Scope, Tradeoff Notes | Assumption List, Critical Assumptions, Learning Plan |
Tags1 shared | DecisionTreeOptions | RiskDecisionPrioritizationAssessment | PrioritizationScopeDecision | AssumptionsRiskDecisionDiscovery |