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| Criterion |  Decision Making Risk Matrix |  Agile WSJF |  Decision Making Constraint Analysis |  Decision Making Decision Tree |
|---|---|---|---|---|
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 many tasks compete for the same capacity, it orders work by economic impact. It makes time lost, benefit, and effort comparable together. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. |
Complexitydifferent | Low | High | Low | Medium |
Timedifferent | 30-60 min | 45-90 min | 30-90 min | 30-90 min |
Participantsdifferent | 3-10 | 3-10 | 2-8 | 1-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Risk Matrix, Top Risk List | Ranked Backlog, Cost-of-Delay Assumptions | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Decision Tree, Option Map, Assumption List |
Tagsno overlap | RiskDecisionPrioritizationAssessment | LeanEconomicsSequencePrioritization | ConstraintsDecisionPlanningOptions | DecisionTreeOptions |