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| Criterion |  Decision Making Pre-Mortem |  Facilitation Expectation Mapping |  Architecture Architecture Communication Canvas |  Facilitation Power Interest Grid |
|---|---|---|---|---|
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. | When roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. | The Architecture Communication Canvas plans architecture communication so the right people receive the right message. The method turns technical complexity into deliberate communication design. | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | 20–45 min | 45-90 min | 60-120 min | 30-60 min |
Participantsdifferent | Small cross-functional group | 3-12 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Expectation Map, Alignment Notes, Agreements | Communication Canvas, Stakeholder Messages, Architecture Communication Plan | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | RiskDecisionFailurePlanning | AlignmentStakeholdersTeam | ArchitectureCommunicationStakeholdersCanvas | StakeholdersFacilitationAlignmentPlanning |