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| Criterion |  Product Discovery Kano Model |  Decision Making Constraint Analysis |  Product Strategy RICE Scoring |  Decision Making Decision Matrix |
|---|---|---|---|---|
Purposedifferent | When features need to be distinguished by their effect on satisfaction, it makes expectations and surprises comparable. It separates basic needs, performance contribution, and delight. | 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 many initiatives compete for the same resources, it brings reach, impact, confidence, and effort into one shared ranking. It makes prioritization economically connectable. | 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 | Low | Medium | Medium |
Timedifferent | 1-2 Tage | 30-90 min | 60-90 min | 45-90 min |
Participantsdifferent | 10-50 | 2-8 | 2-10 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Kano Matrix, Feature Classes, Priority Themes | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | RICE Scores, Ranked List, Assumption Log | Decision Matrix, Scoring Rationale, Selected Option |
Tagsno overlap | SatisfactionPrioritizationCustomer | ConstraintsDecisionPlanningOptions | PrioritizationScoringRoadmapTradeoffs | DecisionCriteriaScoringTradeoffs |