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| Criterion |  Agile WSJF |  Decision Making Pre-Mortem |  Delivery Communication Plan |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
Purposedifferent | When many tasks compete for the same capacity, it orders work by economic impact. It makes time lost, benefit, and effort comparable together. | 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 many people need to be informed in parallel and messages would otherwise arrive unevenly or too late, a Communication Plan orders communication reliably. Channels, audiences, and cadences interlock so important information doesn't get lost. | 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. |
Complexitydifferent | High | Low | Low | Low |
Timedifferent | 45-90 min | 20–45 min | 45-90 min | 45-90 min |
Participantsdifferent | 3-10 | Small cross-functional group | 2-6 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Ranked Backlog, Cost-of-Delay Assumptions | Risk list, Mitigation plan, Assumption log | Communication Plan, Channel Matrix, Message Cadence | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | LeanEconomicsSequencePrioritization | RiskDecisionFailurePlanning | CommunicationStakeholdersDeliveryPlanning | AssumptionsRiskDecisionDiscovery |