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| Criterion |  Decision Making Risk Matrix |  Decision Making RAPID |  Business Strategy Value Chain Analysis |  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. | 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. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. | 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. |
Complexitydifferent | Low | Medium | High | Low |
Timedifferent | 30-60 min | 45-90 min | Half day | 30-60 min |
Participantsdifferent | 3-10 | 3-12 | 3-8 | 2-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Risk Matrix, Top Risk List | RAPID Role Map, Recommendation, Decision Log | Value Chain Map, Lever List | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | RiskDecisionPrioritizationAssessment | DecisionRolesGovernance | StrategyBusiness modelDiagnosisAnalysis | DecisionRolesGovernanceAlignment |