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| Criterion |  Business Strategy Strategy Map |  Decision Making Risk Matrix |  Decision Making Assumption Surfacing |  Delivery Cost of Delay |
|---|---|---|---|---|
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. | 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. | 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. | Helps clarify scope, order, and delivery flow in concrete terms. It makes work, constraints, and sequence manageable. The result is captured as a Cost of Delay table and prioritization sequence. |
Complexitydifferent | Medium | Low | Low | High |
Timedifferent | 2-4 h workshop plus review | 30-60 min | 45-90 min | 90-180 min |
Participantsdifferent | 4-10 | 3-10 | 2-8 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Strategy Map, Objective Set, Cause-Effect Hypotheses | Risk Matrix, Top Risk List | Assumption List, Critical Assumptions, Learning Plan | CoD Table, Prioritization Sequence |
Tagsno overlap | AlignmentExecutionGoalsCausality | RiskDecisionPrioritizationAssessment | AssumptionsRiskDecisionDiscovery | PrioritizationDeliveryEconomicsDecision |