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| Criterion |  Decision Making Radar |  Agile WSJF |  Decision Making Assumption Surfacing |  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 many tasks compete for the same capacity, it orders work by economic impact. It makes time lost, benefit, and effort comparable together. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | 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 | High | Low | Low |
Timedifferent | 1-2 h | 45-90 min | 45-90 min | 30-60 min |
Participantsdifferent | 2-10 | 3-10 | 2-8 | 1-5 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Async |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Ranked Backlog, Cost-of-Delay Assumptions | Assumption List, Critical Assumptions, Learning Plan | ABC Classification, Focus Rules, Control List |
Tagsno overlap | AssessmentPortfolioCapability | LeanEconomicsSequencePrioritization | AssumptionsRiskDecisionDiscovery | PrioritizationOperationsPortfolio |