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| Criterion |  Operations Waste Analysis |  Decision Making Pre-Mortem |  Product Discovery Assumption Mapping |  Decision Making Constraint Analysis |
|---|---|---|---|---|
Purposedifferent | For a process that keeps people busy but creates little value, the method exposes waste. It directs attention to unnecessary movement, waiting times, rework, and overdelivery. | 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 assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | 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. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | 45-120 min | 20–45 min | 45-60 min | 30-90 min |
Participantsdifferent | 2-8 | Small cross-functional group | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Risk list, Mitigation plan, Assumption log | Assumption map, Test backlog, Risk ranking | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | WasteLeanProcess improvement | RiskDecisionFailurePlanning | AssumptionsRiskExperimentsValidation | ConstraintsDecisionPlanningOptions |