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| Criterion |  Decision Making Pre-Mortem |  Agile ROAM Board |  Facilitation Stakeholder Salience Model |  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 work needs to move between different states or columns, it makes that movement and its handoffs legible. It sorts work by value, risk, and delivery ability. The result is captured as a ROAM Board and an Owner List. | When stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. | 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 | Low | Medium | Low |
Timedifferent | 20–45 min | 20-40 min initial, dann laufend | 60-90 min | 30-60 min |
Participantsdifferent | Small cross-functional group | 3-15 | 3-6 | 2-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Risk list, Mitigation plan, Assumption log | ROAM Board, Owner List | Salience Diagram, Strategy per Class | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | RiskDecisionFailurePlanning | RiskAgileTrackingAlignment | StakeholdersFacilitationAlignmentGovernance | DecisionRolesGovernanceAlignment |