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| Criterion |  Business Strategy Strategy Map |  Decision Making RAPID |  Decision Making Decision Rights Mapping |  Architecture Request for Comments |
|---|---|---|---|---|
Purposedifferent | A Strategy Map translates strategy into a few connected objectives across perspectives such as finance, customers, processes, and learning. This makes visible which capabilities and activities are meant to drive which results. | In complex management decisions, clarity is often missing about who recommends, who agrees, and who makes the decision. RAPID creates this assignment and stabilizes decisions across several levels. | 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. | An RFC clarifies architecture context, options, and consequences. It structures technical context, alternatives, tradeoffs, open questions, and review feedback, and captures the result as an RFC document, reviewer comments, and a decision rationale. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 2-4 h workshop plus review | 45-90 min | 90-180 min | 1-3 Wochen vom Draft bis zur Entscheidung |
Participantsdifferent | 4-10 | 3-12 | 4-12 | 3-20 Reviewer |
Formatdifferent | Workshop | Workshop + async | Workshop | Async |
Outputdifferent | Strategy Map, Objective Set, Cause-Effect Hypotheses | RAPID Role Map, Recommendation, Decision Log | Decision Rights Matrix, Agreement | RFC document, Reviewer comments, Decision rationale, Follow-up ADR or tickets |
Tagsno overlap | AlignmentExecutionGoalsCausality | DecisionRolesGovernance | DecisionGovernanceAlignmentResponsibility | ArchitectureDecisionAsyncGovernance |