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| Criterion |  Decision Making Risk Matrix |  Business Strategy Value Chain Analysis |  Facilitation Power Interest Grid |  Decision Making Pre-Mortem |
|---|---|---|---|---|
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. | 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. | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. |
Complexitydifferent | Low | High | Low | Low |
Timedifferent | 30-60 min | Half day | 30-60 min | 20–45 min |
Participantsdifferent | 3-10 | 3-8 | 2-8 | Small cross-functional group |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Risk Matrix, Top Risk List | Value Chain Map, Lever List | Power Interest Grid, Strategy per Stakeholder | Risk list, Mitigation plan, Assumption log |
Tagsno overlap | RiskDecisionPrioritizationAssessment | StrategyBusiness modelDiagnosisAnalysis | StakeholdersFacilitationAlignmentPlanning | RiskDecisionFailurePlanning |