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| Criterion |  Decision Making Pre-Mortem |  Facilitation Expectation Mapping |  Decision Making RAPID |  Delivery RAID Log |
|---|---|---|---|---|
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. | 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. | Helps clarify scope, sequence, and delivery flow in concrete terms. It makes work, boundaries, and order steerable. The result is captured as a RAID Log and a source for status reporting. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | 20–45 min | 45-90 min | 45-90 min | 30 min Setup, dann laufend |
Participantsdifferent | Small cross-functional group | 3-12 | 3-12 | 1-3 maintaining, briefing for everyone |
Formatdifferent | Workshop | Workshop | Workshop + async | Async |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Expectation Map, Alignment Notes, Agreements | RAPID Role Map, Recommendation, Decision Log | RAID Log, Status Report Source |
Tagsno overlap | RiskDecisionFailurePlanning | AlignmentStakeholdersTeam | DecisionRolesGovernance | RiskTrackingStakeholdersGovernance |