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| Criterion |  Decision Making Radar |  Decision Making Risk Matrix |  Decision Making Pre-Mortem |  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. | 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. | 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. | 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 | Low | Low | Low |
Timedifferent | 1-2 h | 30-60 min | 20–45 min | 30-60 min |
Participantsdifferent | 2-10 | 3-10 | Small cross-functional group | 1-5 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Async |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Risk Matrix, Top Risk List | Risk list, Mitigation plan, Assumption log | ABC Classification, Focus Rules, Control List |
Tagsno overlap | AssessmentPortfolioCapability | RiskDecisionPrioritizationAssessment | RiskDecisionFailurePlanning | PrioritizationOperationsPortfolio |