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| Criterion |  Decision Making Radar |  Architecture Request for Comments |  Operations ABC Analysis |  Decision Making DACI |
|---|---|---|---|---|
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. | An RFC clarifies architecture context, options, and consequences. It structures technical context, alternatives, tradeoffs, open questions, and review feedback, and captures the result as an RFC document, reviewer comments, and a decision rationale. | 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. | 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. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 1-2 h | 1-3 Wochen vom Draft bis zur Entscheidung | 30-60 min | 30-60 min |
Participantsdifferent | 2-10 | 3-20 Reviewer | 1-5 | 2-10 |
Formatdifferent | Workshop + async | Async | Async | Workshop + async |
Outputdifferent | Radar Map, Capability Scores, Action Areas | RFC document, Reviewer comments, Decision rationale, Follow-up ADR or tickets | ABC Classification, Focus Rules, Control List | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | AssessmentPortfolioCapability | ArchitectureDecisionAsyncGovernance | PrioritizationOperationsPortfolio | DecisionRolesGovernanceAlignment |