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| Criterion |  Product Strategy RICE Scoring |  Delivery Monte Carlo Forecasting |  Engineering Kanban |  Decision Making Decision Matrix |
|---|---|---|---|---|
Purposedifferent | When many initiatives compete for the same resources, it brings reach, impact, confidence, and effort into one shared ranking. It makes prioritization economically connectable. | Helps clarify scope, sequence, and delivery flow in concrete terms. It makes work, boundaries, and order steerable. The result is captured as Forecast Percentiles, Throughput Dataset, and Risk Communication. | When work sits in too many parallel streams, throughput suffers and no one sees the bottlenecks. Kanban makes the flow of work visible and limits overload so a system becomes calmer and more predictable. | 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. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | 60-90 min | 30-90 min Setup, danach laufend | Ongoing | 45-90 min |
Participantsdifferent | 2-10 | 1-8 | 2-12 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | RICE Scores, Ranked List, Assumption Log | Forecast Percentiles, Throughput Dataset, Risk Communication | Kanban board, WIP policies, Flow metrics | Decision Matrix, Scoring Rationale, Selected Option |
Tagsno overlap | PrioritizationScoringRoadmapTradeoffs | ForecastingFlowDelivery | FlowVisual managementDelivery | DecisionCriteriaScoringTradeoffs |