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| Criterion |  Product Strategy RICE Scoring |  Decision Making PERT Estimation |  Product Discovery Assumption Mapping |  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. | On complex initiatives, a plain average tends to understate just how uncertain the outcome really is. It separates options, evaluation criteria, and open risks. The result is captured as a PERT Estimate, Expected Value, and Risk Notes. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 60-90 min | 15-45 min | 45-60 min | 45-90 min |
Participantsdifferent | 2-10 | 1-8 | 2-8 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | RICE Scores, Ranked List, Assumption Log | PERT Estimate, Expected Value, Risk Notes | Assumption map, Test backlog, Risk ranking | Decision Matrix, Scoring Rationale, Selected Option |
Tagsno overlap | PrioritizationScoringRoadmapTradeoffs | EstimationUncertaintyRisk | AssumptionsRiskExperimentsValidation | DecisionCriteriaScoringTradeoffs |