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| Criterion |  Decision Making Pre-Mortem |  Architecture Risk Storming |  Operations ALPEN Method |  Product Discovery Assumption Mapping |
|---|---|---|---|---|
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 architecture context, options, and consequences in concrete terms. It organizes technical context, alternatives, and consequences. The result is captured as an Annotated Diagram, a Prioritized Risk List, and an Action Backlog. | With an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. |
Complexitydifferent | Low | Low | Low | Medium |
Timedifferent | 20–45 min | 60-90 min | 10-20 min daily | 45-60 min |
Participantsdifferent | Small cross-functional group | 4-12 | 1 | 2-8 |
Formatdifferent | Workshop | Workshop | Async | Workshop + async |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Annotated Diagram, Prioritized Risk List, Action Backlog | Daily Plan, Time Estimates, Review Notes | Assumption map, Test backlog, Risk ranking |
Tagsno overlap | RiskDecisionFailurePlanning | RiskArchitectureWorkshopValidation | PlanningTime managementProductivityOperations | AssumptionsRiskExperimentsValidation |