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| Criterion |  Operations Visual Management |  Decision Making Risk Matrix |  Decision Making Assumption Surfacing |  Operations ABC Analysis |
|---|---|---|---|---|
Purposedifferent | With high tempo and many parallel topics, the method makes status, deviations, and priorities visible at a glance. It reduces search effort and prevents what matters from getting lost in daily work. | 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. | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | Ongoing | 30-60 min | 45-90 min | 30-60 min |
Participantsdifferent | 1-20 | 3-10 | 2-8 | 1-5 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Risk Matrix, Top Risk List | Assumption List, Critical Assumptions, Learning Plan | ABC Classification, Focus Rules, Control List |
Tagsno overlap | SignalsOperationsVisual management | RiskDecisionPrioritizationAssessment | AssumptionsRiskDecisionDiscovery | PrioritizationOperationsPortfolio |