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| Criterion |  Decision Making PERT Estimation |  Product Strategy ICE Scoring |  Decision Making Decision Matrix |  Product Strategy RICE 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 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. | 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 many initiatives compete for the same resources, it brings reach, impact, confidence, and effort into one shared ranking. It makes prioritization economically connectable. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 15-45 min | 30-60 min | 45-90 min | 60-90 min |
Participantsdifferent | 1-8 | 2-8 | 2-8 | 2-10 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | ICE Table, Top Idea List | Decision Matrix, Scoring Rationale, Selected Option | RICE Scores, Ranked List, Assumption Log |
Tagsno overlap | EstimationUncertaintyRisk | PrioritizationScoringGrowthDecision | DecisionCriteriaScoringTradeoffs | PrioritizationScoringRoadmapTradeoffs |