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| Criterion |  Operations RACI Matrix |  Decision Making Trade-off Analysis |  Decision Making Constraint Analysis |  Decision Making Decision Rights Mapping |
|---|---|---|---|---|
Purposedifferent | With unclear responsibilities across several roles or areas, the method creates unambiguous accountability logic. It reduces friction because decision, execution, contribution, and information become separately visible. | With limited resources, quality, speed, cost, and risk almost always compete with each other. Trade-off Analysis makes these tensions explicit and prevents decisions from producing hidden side effects. | 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 | Low | Medium | Low | Medium |
Timedifferent | 45-90 min | 45-120 min | 30-90 min | 90-180 min |
Participantsdifferent | 2-8 | 2-8 | 2-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | RACI Matrix, Responsibility Map, Decision Notes | Trade-off Matrix, Criteria List, Decision Rationale, Accepted Downsides | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Decision Rights Matrix, Agreement |
Tagsno overlap | RolesResponsibilityGovernanceOperations | TradeoffsDecisionCriteriaOptions | ConstraintsDecisionPlanningOptions | DecisionGovernanceAlignmentResponsibility |