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| Criterion |  Decision Making Risk Matrix |  Agile Ideal Days |  Decision Making Trade-off Analysis |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
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. | When effort needs to be thought of as real working time, it offers a simple common denominator for comparison. It sorts work by value, risk, and delivery ability. The result is captured as Ideal Day Estimates, Assumption Notes, and Capacity Caveats. | With limited resources, quality, speed, cost, and risk almost always compete with each other. Trade-off Analysis makes these tensions explicit and prevents decisions from producing hidden side effects. | 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. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | 30-60 min | 15-60 min | 45-120 min | 45-90 min |
Participantsdifferent | 3-10 | 2-9 | 2-8 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Risk Matrix, Top Risk List | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Trade-off Matrix, Criteria List, Decision Rationale, Accepted Downsides | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | RiskDecisionPrioritizationAssessment | EstimationEffortAgile | TradeoffsDecisionCriteriaOptions | AssumptionsRiskDecisionDiscovery |