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| Criterion |  Decision Making Pre-Mortem |  Delivery RAID Log |  Decision Making Decision Rights Mapping |  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. | 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. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | 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 | 30 min Setup, dann laufend | 90-180 min | 30-60 min |
Participantsdifferent | Small cross-functional group | 1-3 maintaining, briefing for everyone | 4-12 | 2-8 |
Formatdifferent | Workshop | Async | Workshop | Workshop |
Outputdifferent | Risk list, Mitigation plan, Assumption log | RAID Log, Status Report Source | Decision Rights Matrix, Agreement | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | RiskDecisionFailurePlanning | RiskTrackingStakeholdersGovernance | DecisionGovernanceAlignmentResponsibility | StakeholdersFacilitationAlignmentPlanning |