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| Criterion |  Decision Making PERT Estimation |  Decision Making Risk Matrix |  Facilitation Dot Estimation |  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 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 size or effort can only be estimated roughly, Dot Estimation condenses the group's experience into a quick range. It turns individual contributions into a visible selection. The result is captured as an Effort Heatmap, Risk Signals, and Discussion Targets. | 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 | Low | Low | Low |
Timedifferent | 15-45 min | 30-60 min | 5-20 min | 30-60 min |
Participantsdifferent | 1-8 | 3-10 | 3-20 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Risk Matrix, Top Risk List | Effort Heatmap, Risk Signals, Discussion Targets | ICE Table, Top Idea List |
Tagsno overlap | EstimationUncertaintyRisk | RiskDecisionPrioritizationAssessment | EstimationEffortRisk | PrioritizationScoringGrowthDecision |