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Selected:Strategic, Tactical and Operational PlanningProcess MappingDecision Rights MappingRACI Matrix
| Criterion |  Business Strategy Strategic, Tactical and Operational Planning |  Operations Process Mapping |  Decision Making Decision Rights Mapping |  Operations RACI Matrix |
|---|---|---|---|---|
Purposedifferent | It places decisions and artifacts at the right level. Strategic planning clarifies direction, tactical planning translates it into programs, and operational planning steers concrete processes. | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | With unclear responsibilities across several roles or areas, the method creates unambiguous accountability logic. It reduces friction because decision, execution, contribution, and information become separately visible. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 90-180 min | 1-3 h | 90-180 min | 45-90 min |
Participantsdifferent | 4-12 | 3-10 | 4-12 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Planning Levels Map, Cadence Model, Planning Artifact Inventory | Process Map, Handoff List, Improvement Backlog | Decision Rights Matrix, Agreement | RACI Matrix, Responsibility Map, Decision Notes |
Tagsno overlap | CadenceGovernanceExecution | ProcessOperationsImprovement | DecisionGovernanceAlignmentResponsibility | RolesResponsibilityGovernanceOperations |