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| Criterion |  Decision Making Pre-Mortem |  Product Strategy RICE Scoring |  Decision Making Decision Matrix |  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 many initiatives compete for the same resources, it brings reach, impact, confidence, and effort into one shared ranking. It makes prioritization economically connectable. | When several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. | 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. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 20–45 min | 60-90 min | 45-90 min | 30-60 min |
Participantsdifferent | Small cross-functional group | 2-10 | 2-8 | 3-10 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Risk list, Mitigation plan, Assumption log | RICE Scores, Ranked List, Assumption Log | Decision Matrix, Scoring Rationale, Selected Option | Risk Matrix, Top Risk List |
Tagsno overlap | RiskDecisionFailurePlanning | PrioritizationScoringRoadmapTradeoffs | DecisionCriteriaScoringTradeoffs | RiskDecisionPrioritizationAssessment |