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| Criterion |  Decision Making Radar |  Operations ABC Analysis |  Decision Making Constraint Analysis |  Decision Making Risk Matrix |
|---|---|---|---|---|
Purposedifferent | When capabilities, maturity levels, or market positions need to be compared across several dimensions, overview is easily lost. Radar brings different characteristics into a shared picture and shows patterns faster than tables do. | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | 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. | 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 | Medium | Low | Low | Low |
Timedifferent | 1-2 h | 30-60 min | 30-90 min | 30-60 min |
Participantsdifferent | 2-10 | 1-5 | 2-8 | 3-10 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop + async |
Outputdifferent | Radar Map, Capability Scores, Action Areas | ABC Classification, Focus Rules, Control List | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Risk Matrix, Top Risk List |
Tagsno overlap | AssessmentPortfolioCapability | PrioritizationOperationsPortfolio | ConstraintsDecisionPlanningOptions | RiskDecisionPrioritizationAssessment |