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| Criterion |  Decision Making Pre-Mortem |  Product Discovery Problem Interview |  Product Discovery Fake Door Test |  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 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 demand is still unclear, it measures interest in a feature before it is built. It separates real behavior from polite agreement and deliberately keeps build effort small. | 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 | 1-5 Tage | 45-60 min |
Participantsdifferent | Small cross-functional group | 5-12 Interviews | Nutzertraffic | 2-8 |
Formatdifferent | Workshop | Workshop + async | Async | Workshop + async |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Problem Evidence, Risk Notes, Customer Segments | Click Data, Interest Signal, Learning Decision | Assumption map, Test backlog, Risk ranking |
Tagsno overlap | RiskDecisionFailurePlanning | DiscoveryInterviewsValidation | ValidationExperimentsDemandDiscovery | AssumptionsRiskExperimentsValidation |