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| Criterion |  Decision Making Pre-Mortem |  Product Strategy OKRs |  Decision Making Constraint 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. | 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. | 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 | Low | Low |
Timedifferent | 20–45 min | 1-2 h Setup | 30-90 min | 30-60 min |
Participantsdifferent | Small cross-functional group | 2-20 | 2-8 | 2-10 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Risk list, Mitigation plan, Assumption log | OKR set, Measurement plan, Review cadence | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | RiskDecisionFailurePlanning | GoalsAlignmentOutcomesMeasurement | ConstraintsDecisionPlanningOptions | DecisionRolesGovernanceAlignment |