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| Criterion |  Decision Making Risk Matrix |  Operations RACI Matrix |  Decision Making RAPID |  Operations ABC Analysis |
|---|---|---|---|---|
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 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 complex management decisions, clarity is often missing about who recommends, who agrees, and who makes the decision. RAPID creates this assignment and stabilizes decisions across several levels. | 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 | Low | Low | Medium | Low |
Timedifferent | 30-60 min | 45-90 min | 45-90 min | 30-60 min |
Participantsdifferent | 3-10 | 2-8 | 3-12 | 1-5 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Async |
Outputdifferent | Risk Matrix, Top Risk List | RACI Matrix, Responsibility Map, Decision Notes | RAPID Role Map, Recommendation, Decision Log | ABC Classification, Focus Rules, Control List |
Tagsno overlap | RiskDecisionPrioritizationAssessment | RolesResponsibilityGovernanceOperations | DecisionRolesGovernance | PrioritizationOperationsPortfolio |