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| Criterion |  Operations Process Mapping |  Decision Making DACI |  Decision Making Decision Rights Mapping |  Operations After-Action Review |
|---|---|---|---|---|
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. | 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. | 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. | 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. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 1-3 h | 30-60 min | 90-180 min | 20-45 min |
Participantsdifferent | 3-10 | 2-10 | 4-12 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | DACI Matrix, Decision Owner, Decision Log | Decision Rights Matrix, Agreement | Lessons learned, Action items, Event summary |
Tagsno overlap | ProcessOperationsImprovement | DecisionRolesGovernanceAlignment | DecisionGovernanceAlignmentResponsibility | LearningOperationsImprovement |