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| Criterion |  Decision Making Pre-Mortem |  Product Strategy ICE Scoring |  Architecture Architecture Decision Record |  Decision Making Risk Matrix |
|---|---|---|---|---|
Purposedifferent | 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 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. | An ADR permanently records an architecture decision with context, trade-offs, and consequence. It creates continuity for later changes because the decision path stays traceable. | 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. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 20–45 min | 30-60 min | 15-45 min | 30-60 min |
Participantsdifferent | Small cross-functional group | 2-8 | 1-3 | 3-10 |
Formatdifferent | Workshop | Workshop + async | Async | Workshop + async |
Outputdifferent | Risk list, Mitigation plan, Assumption log | ICE Table, Top Idea List | ADR File, Decision Log, Rationale | Risk Matrix, Top Risk List |
Tagsno overlap | RiskDecisionFailurePlanning | PrioritizationScoringGrowthDecision | ArchitectureRationaleDocumentationGovernance | RiskDecisionPrioritizationAssessment |