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| Criterion |  Operations Process Mapping |  Operations After-Action Review |  Decision Making Decision Rights Mapping |  Decision Making DACI |
|---|---|---|---|---|
Purposedifferent | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | 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. | 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 | Medium | Low | Medium | Low |
Timedifferent | 1-3 h | 20-45 min | 90-180 min | 30-60 min |
Participantsdifferent | 3-10 | 3-12 | 4-12 | 2-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Lessons learned, Action items, Event summary | Decision Rights Matrix, Agreement | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | ProcessOperationsImprovement | LearningOperationsImprovement | DecisionGovernanceAlignmentResponsibility | DecisionRolesGovernanceAlignment |