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| Criterion |  Operations DMAIC |  Decision Making Decision Rights Mapping |  Decision Making Delphi Method |  Decision Making DACI |
|---|---|---|---|---|
Purposedifferent | For a process problem with fluctuating performance, the method brings analysis and improvement into a disciplined sequence. It creates a framework in which numbers, causes, and control come together. | 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 knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. |
Complexitydifferent | High | Medium | High | Low |
Timedifferent | 2-12 Wochen | 90-180 min | 1-4 Wochen | 30-60 min |
Participantsdifferent | 3-10 | 4-12 | 6-30 Experten | 2-10 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop + async |
Outputdifferent | Project Charter, Measurement Plan, Cause Analysis, Control Plan | Decision Rights Matrix, Agreement | Expert Forecast, Consensus Range, Assumption Notes | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | Continuous improvementQualityProcess improvement | DecisionGovernanceAlignmentResponsibility | ForecastingExpertsDecisionStrategy | DecisionRolesGovernanceAlignment |