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| Criterion |  Product Discovery Kano Model |  Decision Making Pre-Mortem |  Product Discovery Assumption Mapping |  Decision Making Risk 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. | 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 assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | 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 | Medium | Low | Medium | Low |
Timedifferent | 1-2 Tage | 20–45 min | 45-60 min | 30-60 min |
Participantsdifferent | 10-50 | Small cross-functional group | 2-8 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Kano Matrix, Feature Classes, Priority Themes | Risk list, Mitigation plan, Assumption log | Assumption map, Test backlog, Risk ranking | Risk Matrix, Top Risk List |
Tagsno overlap | SatisfactionPrioritizationCustomer | RiskDecisionFailurePlanning | AssumptionsRiskExperimentsValidation | RiskDecisionPrioritizationAssessment |