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| Criterion |  Decision Making PERT Estimation |  Decision Making Decision Matrix |  Decision Making Risk Matrix |  Product Strategy ICE Scoring |
|---|---|---|---|---|
Purposedifferent | On complex initiatives, a plain average tends to understate just how uncertain the outcome really is. It separates options, evaluation criteria, and open risks. The result is captured as a PERT Estimate, Expected Value, and Risk Notes. | 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. | 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. | 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. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 15-45 min | 45-90 min | 30-60 min | 30-60 min |
Participantsdifferent | 1-8 | 2-8 | 3-10 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Decision Matrix, Scoring Rationale, Selected Option | Risk Matrix, Top Risk List | ICE Table, Top Idea List |
Tagsno overlap | EstimationUncertaintyRisk | DecisionCriteriaScoringTradeoffs | RiskDecisionPrioritizationAssessment | PrioritizationScoringGrowthDecision |