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| Criterion |  Decision Making Risk Matrix |  Agile WSJF |  Decision Making Pre-Mortem |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
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. | 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. | 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. |
Complexitydifferent | Low | High | Low | Low |
Timedifferent | 30-60 min | 45-90 min | 20–45 min | 45-90 min |
Participantsdifferent | 3-10 | 3-10 | Small cross-functional group | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Risk Matrix, Top Risk List | Ranked Backlog, Cost-of-Delay Assumptions | Risk list, Mitigation plan, Assumption log | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | RiskDecisionPrioritizationAssessment | LeanEconomicsSequencePrioritization | RiskDecisionFailurePlanning | AssumptionsRiskDecisionDiscovery |