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| Criterion |  Decision Making Pre-Mortem |  Decision Making Decision Tree |  Product Discovery MVP Test Matrix |  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. | 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 several minimal variants compete to answer the same question, it makes comparing and choosing between them cleaner. It separates problem, assumption, solution, and evidence. The result is captured as a Test Matrix and a Test Plan. | 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. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 20–45 min | 30-90 min | 45-75 min | 30-90 min |
Participantsdifferent | Small cross-functional group | 1-6 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Decision Tree, Option Map, Assumption List | Test Matrix, Test Plan | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | RiskDecisionFailurePlanning | DecisionTreeOptions | ExperimentsValidationDiscoveryOptions | ConstraintsDecisionPlanningOptions |