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| Criterion |  Decision Making Radar |  Decision Making Constraint Analysis |  Decision Making Pre-Mortem |  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. | 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 early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | 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 | 30-90 min | 20–45 min | 30-60 min |
Participantsdifferent | 2-10 | 2-8 | Small cross-functional group | 3-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Risk list, Mitigation plan, Assumption log | Risk Matrix, Top Risk List |
Tagsno overlap | AssessmentPortfolioCapability | ConstraintsDecisionPlanningOptions | RiskDecisionFailurePlanning | RiskDecisionPrioritizationAssessment |