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Criterion
Paper illustration of Request for Comments (RFC) with its method-specific working model.
Architecture
Request for Comments
Paper illustration of a scoring table with four factor columns, a calculator and three ordered initiative cards.
Product Strategy
RICE Scoring
Paper illustration of ICE Scoring with its method-specific working model.
Product Strategy
ICE Scoring
Purposedifferent
An RFC clarifies architecture context, options, and consequences. It structures technical context, alternatives, tradeoffs, open questions, and review feedback, and captures the result as an RFC document, reviewer comments, and a decision rationale.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 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
MediumMediumLow
Timedifferent
1-3 Wochen vom Draft bis zur Entscheidung60-90 min30-60 min
Participantsdifferent
3-20 Reviewer2-102-8
Formatdifferent
AsyncWorkshop + asyncWorkshop + async
Outputdifferent
RFC document, Reviewer comments, Decision rationale, Follow-up ADR or ticketsRICE Scores, Ranked List, Assumption LogICE Table, Top Idea List
Tagsno overlap
ArchitectureDecisionAsyncGovernance
PrioritizationScoringRoadmapTradeoffs
PrioritizationScoringGrowthDecision
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Often compared together

Methods with strong topical overlap with the current selection, not yet in the comparison.

Paper illustration of a decision table with criteria rows, weighted ratings, and a narrowly leading alternative.
Decision Making
Decision Matrix
Paper illustration of two considered options leading to a decision record with a marked status and visible consequences.
Architecture
Architecture Decision Record
Paper illustration of Cost of Delay with its method-specific working model.
Delivery
Cost of Delay