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| Criterion |  Decision Making Pre-Mortem |  Operations ABC Analysis |  Decision Making Assumption Surfacing |  Decision Making Constraint Analysis |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | 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. | 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 20–45 min | 30-60 min | 45-90 min | 30-90 min |
Participantsdifferent | Small cross-functional group | 1-5 | 2-8 | 2-8 |
Formatdifferent | Workshop | Async | Workshop + async | Workshop + async |
Outputdifferent | Risk list, Mitigation plan, Assumption log | ABC Classification, Focus Rules, Control List | Assumption List, Critical Assumptions, Learning Plan | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | RiskDecisionFailurePlanning | PrioritizationOperationsPortfolio | AssumptionsRiskDecisionDiscovery | ConstraintsDecisionPlanningOptions |