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| Criterion |  Engineering Kanban |  Product Strategy RICE Scoring |  Decision Making Assumption Surfacing |  Decision Making Decision Matrix |
|---|---|---|---|---|
Purposedifferent | When work sits in too many parallel streams, throughput suffers and no one sees the bottlenecks. Kanban makes the flow of work visible and limits overload so a system becomes calmer and more predictable. | When many initiatives compete for the same resources, it brings reach, impact, confidence, and effort into one shared ranking. It makes prioritization economically connectable. | 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. | 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 | Medium | Medium | Low | Medium |
Timedifferent | Ongoing | 60-90 min | 45-90 min | 45-90 min |
Participantsdifferent | 2-12 | 2-10 | 2-8 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | RICE Scores, Ranked List, Assumption Log | Assumption List, Critical Assumptions, Learning Plan | Decision Matrix, Scoring Rationale, Selected Option |
Tagsno overlap | FlowVisual managementDelivery | PrioritizationScoringRoadmapTradeoffs | AssumptionsRiskDecisionDiscovery | DecisionCriteriaScoringTradeoffs |