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| Criterion |  Agile Ideal Days |  Product Strategy ICE Scoring |  Facilitation Dot Estimation |  Decision Making Decision Matrix |
|---|---|---|---|---|
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 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. | When size or effort can only be estimated roughly, Dot Estimation condenses the group's experience into a quick range. It turns individual contributions into a visible selection. The result is captured as an Effort Heatmap, Risk Signals, and Discussion Targets. | 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. |
Complexitydifferent | Low | Low | Low | Medium |
Timedifferent | 15-60 min | 30-60 min | 5-20 min | 45-90 min |
Participantsdifferent | 2-9 | 2-8 | 3-20 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | ICE Table, Top Idea List | Effort Heatmap, Risk Signals, Discussion Targets | Decision Matrix, Scoring Rationale, Selected Option |
Tagsno overlap | EstimationEffortAgile | PrioritizationScoringGrowthDecision | EstimationEffortRisk | DecisionCriteriaScoringTradeoffs |