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| Criterion |  Operations Process Mapping |  Decision Making Constraint Analysis |  Decision Making Decision Rights Mapping |
|---|---|---|---|
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. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | 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. |
Complexitydifferent | Medium | Low | Medium |
Timedifferent | 1-3 h | 30-90 min | 90-180 min |
Participantsdifferent | 3-10 | 2-8 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Decision Rights Matrix, Agreement |
Tagsno overlap | ProcessOperationsImprovement | ConstraintsDecisionPlanningOptions | DecisionGovernanceAlignmentResponsibility |
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