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| Criterion |  Decision Making PERT Estimation |  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 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 | Low | Low |
Timedifferent | 15-45 min | 30-60 min | 30-60 min |
Participantsdifferent | 1-8 | 3-10 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Risk Matrix, Top Risk List | ICE Table, Top Idea List |
Tagsno overlap | EstimationUncertaintyRisk | RiskDecisionPrioritizationAssessment | PrioritizationScoringGrowthDecision |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
