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| Criterion |  Decision Making Risk Matrix |  Decision Making Radar |  Decision Making Assumption Surfacing |  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. | 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. | 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 | Low | Medium | Low | Low |
Timedifferent | 30-60 min | 1-2 h | 45-90 min | 30-60 min |
Participantsdifferent | 3-10 | 2-10 | 2-8 | 1-5 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Async |
Outputdifferent | Risk Matrix, Top Risk List | Radar Map, Capability Scores, Action Areas | Assumption List, Critical Assumptions, Learning Plan | ABC Classification, Focus Rules, Control List |
Tagsno overlap | RiskDecisionPrioritizationAssessment | AssessmentPortfolioCapability | AssumptionsRiskDecisionDiscovery | PrioritizationOperationsPortfolio |