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| Criterion |  Decision Making PERT Estimation |  Decision Making DACI |  Decision Making Assumption Surfacing |  Decision Making RAPID |
|---|---|---|---|---|
Purposedifferent | On complex initiatives, a plain average tends to understate just how uncertain the outcome really is. It separates options, evaluation criteria, and open risks. The result is captured as a PERT Estimate, Expected Value, and Risk Notes. | 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. | 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. | In complex management decisions, clarity is often missing about who recommends, who agrees, and who makes the decision. RAPID creates this assignment and stabilizes decisions across several levels. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 15-45 min | 30-60 min | 45-90 min | 45-90 min |
Participantsdifferent | 1-8 | 2-10 | 2-8 | 3-12 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | DACI Matrix, Decision Owner, Decision Log | Assumption List, Critical Assumptions, Learning Plan | RAPID Role Map, Recommendation, Decision Log |
Tagsno overlap | EstimationUncertaintyRisk | DecisionRolesGovernanceAlignment | AssumptionsRiskDecisionDiscovery | DecisionRolesGovernance |