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| Criterion |  Decision Making Risk Matrix |  Operations ABC Analysis |  Operations RACI Matrix |  Decision Making DACI |
|---|---|---|---|---|
Purposedifferent | 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. | With unclear responsibilities across several roles or areas, the method creates unambiguous accountability logic. It reduces friction because decision, execution, contribution, and information become separately visible. | 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 30-60 min | 30-60 min | 45-90 min | 30-60 min |
Participantsdifferent | 3-10 | 1-5 | 2-8 | 2-10 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop + async |
Outputdifferent | Risk Matrix, Top Risk List | ABC Classification, Focus Rules, Control List | RACI Matrix, Responsibility Map, Decision Notes | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | RiskDecisionPrioritizationAssessment | PrioritizationOperationsPortfolio | RolesResponsibilityGovernanceOperations | DecisionRolesGovernanceAlignment |