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| Criterion |  Decision Making Pre-Mortem |  Agile WSJF |  Delivery Communication Plan |  Decision Making Risk Matrix |
|---|---|---|---|---|
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 many tasks compete for the same capacity, it orders work by economic impact. It makes time lost, benefit, and effort comparable together. | When many people need to be informed in parallel and messages would otherwise arrive unevenly or too late, a Communication Plan orders communication reliably. Channels, audiences, and cadences interlock so important information doesn't get lost. | When a project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. |
Complexitydifferent | Low | High | Low | Low |
Timedifferent | 20–45 min | 45-90 min | 45-90 min | 30-60 min |
Participantsdifferent | Small cross-functional group | 3-10 | 2-6 | 3-10 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Ranked Backlog, Cost-of-Delay Assumptions | Communication Plan, Channel Matrix, Message Cadence | Risk Matrix, Top Risk List |
Tagsno overlap | RiskDecisionFailurePlanning | LeanEconomicsSequencePrioritization | CommunicationStakeholdersDeliveryPlanning | RiskDecisionPrioritizationAssessment |