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| Criterion |  Decision Making Pre-Mortem |  Product Strategy OKRs |  Operations Bottleneck Analysis |  Decision Making DACI |
|---|---|---|---|---|
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 strategic direction needs to become measurable, it connects ambition with checkable results. It makes goals connectable to focus and review. | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. | 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. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 20–45 min | 1-2 h Setup | 1-3 h | 30-60 min |
Participantsdifferent | Small cross-functional group | 2-20 | 3-8 | 2-10 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Risk list, Mitigation plan, Assumption log | OKR set, Measurement plan, Review cadence | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | RiskDecisionFailurePlanning | GoalsAlignmentOutcomesMeasurement | FlowMeasurementConstraints | DecisionRolesGovernanceAlignment |