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| Criterion |  Decision Making Radar |  Architecture Request for Comments |  Decision Making Risk Matrix |  Operations ABC Analysis |
|---|---|---|---|---|
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. | 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. | 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. |
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 | 3-10 | 1-5 |
Formatdifferent | Workshop + async | Async | Workshop + async | Async |
Outputdifferent | Radar Map, Capability Scores, Action Areas | RFC document, Reviewer comments, Decision rationale, Follow-up ADR or tickets | Risk Matrix, Top Risk List | ABC Classification, Focus Rules, Control List |
Tagsno overlap | AssessmentPortfolioCapability | ArchitectureDecisionAsyncGovernance | RiskDecisionPrioritizationAssessment | PrioritizationOperationsPortfolio |