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| Criterion |  Product Strategy SMART Goals |  Decision Making Pre-Mortem |  Decision Making Constraint Analysis |  Product Strategy OKRs |
|---|---|---|---|---|
Purposedifferent | When goals are formulated too generally, it brings measurability, direction, and timing into shape. It prevents intentions from staying without clear verification. | 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. | 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. | When strategic direction needs to become measurable, it connects ambition with checkable results. It makes goals connectable to focus and review. |
Complexitydifferent | Low | Low | Low | Medium |
Timedifferent | 15-30 min | 20–45 min | 30-90 min | 1-2 h Setup |
Participantsdifferent | 1-8 | Small cross-functional group | 2-8 | 2-20 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | SMART Goal, Measurement Note, Deadline | Risk list, Mitigation plan, Assumption log | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | OKR set, Measurement plan, Review cadence |
Tagsno overlap | GoalsPlanningMeasurementAlignment | RiskDecisionFailurePlanning | ConstraintsDecisionPlanningOptions | GoalsAlignmentOutcomesMeasurement |