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| Criterion |  Agile WSJF |  Decision Making Pre-Mortem |  Decision Making Constraint Analysis |  Decision Making Risk Matrix |
|---|---|---|---|---|
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 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. | 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. |
Complexitydifferent | High | Low | Low | Low |
Timedifferent | 45-90 min | 20–45 min | 30-90 min | 30-60 min |
Participantsdifferent | 3-10 | Small cross-functional group | 2-8 | 3-10 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Ranked Backlog, Cost-of-Delay Assumptions | Risk list, Mitigation plan, Assumption log | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Risk Matrix, Top Risk List |
Tagsno overlap | LeanEconomicsSequencePrioritization | RiskDecisionFailurePlanning | ConstraintsDecisionPlanningOptions | RiskDecisionPrioritizationAssessment |