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| Criterion |  Decision Making Pre-Mortem |  Product Discovery Opportunity Interview |  Product Discovery Problem Interview |  Product Discovery Assumption Mapping |
|---|---|---|---|---|
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 opportunities are still hidden behind signals of need, it structures conversations around needs and obstacles. It looks for patterns that lead to new product opportunities. | When the picture of the problem still needs to become solid, it asks about real situations and consequences. It separates genuine suffering from mere interest in a solution. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 20–45 min | 30-60 min je Interview | 30-60 min je Interview | 45-60 min |
Participantsdifferent | Small cross-functional group | 5-12 Interviews | 5-12 Interviews | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Interview Notes, Opportunity Themes, Customer Quotes | Problem Evidence, Risk Notes, Customer Segments | Assumption map, Test backlog, Risk ranking |
Tagsno overlap | RiskDecisionFailurePlanning | DiscoveryInterviewsOpportunityCustomer | DiscoveryInterviewsValidation | AssumptionsRiskExperimentsValidation |