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| Criterion |  Agile Ideal Days |  Decision Making Decision Matrix |  Decision Making PERT Estimation |  Product Strategy ICE Scoring |
|---|---|---|---|---|
Purposedifferent | When effort needs to be thought of as real working time, it offers a simple common denominator for comparison. It sorts work by value, risk, and delivery ability. The result is captured as Ideal Day Estimates, Assumption Notes, and Capacity Caveats. | When several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. | On complex initiatives, a plain average tends to understate just how uncertain the outcome really is. It separates options, evaluation criteria, and open risks. The result is captured as a PERT Estimate, Expected Value, and Risk Notes. | When ideas need sorting quickly, it condenses impact, confidence, and effort into one compact score. It connects customer value, product logic, and decision priorities. The result is captured as an ICE table and top-ideas list. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 15-60 min | 45-90 min | 15-45 min | 30-60 min |
Participantsdifferent | 2-9 | 2-8 | 1-8 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Decision Matrix, Scoring Rationale, Selected Option | PERT Estimate, Expected Value, Risk Notes | ICE Table, Top Idea List |
Tagsno overlap | EstimationEffortAgile | DecisionCriteriaScoringTradeoffs | EstimationUncertaintyRisk | PrioritizationScoringGrowthDecision |