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| Criterion |  Product Discovery Opportunity Interview |  Decision Making Pre-Mortem |  Product Discovery Problem Interview |  Decision Making Constraint Analysis |
|---|---|---|---|---|
Purposedifferent | When opportunities are still hidden behind signals of need, it structures conversations around needs and obstacles. It looks for patterns that lead to new product opportunities. | 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 the picture of the problem still needs to become solid, it asks about real situations and consequences. It separates genuine suffering from mere interest in a solution. | 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. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 30-60 min je Interview | 20–45 min | 30-60 min je Interview | 30-90 min |
Participantsdifferent | 5-12 Interviews | Small cross-functional group | 5-12 Interviews | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Interview Notes, Opportunity Themes, Customer Quotes | Risk list, Mitigation plan, Assumption log | Problem Evidence, Risk Notes, Customer Segments | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | DiscoveryInterviewsOpportunityCustomer | RiskDecisionFailurePlanning | DiscoveryInterviewsValidation | ConstraintsDecisionPlanningOptions |