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Criterion
Paper illustration of a scoring table with four factor columns, a calculator and three ordered initiative cards.
Product Strategy
RICE Scoring
Paper illustration of Request for Comments (RFC) with its method-specific working model.
Architecture
Request for Comments
Paper illustration of ICE Scoring with its method-specific working model.
Product Strategy
ICE Scoring
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.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 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
60-90 min1-3 Wochen vom Draft bis zur Entscheidung30-60 min
Participantsdifferent
2-103-20 Reviewer2-8
Formatdifferent
Workshop + asyncAsyncWorkshop + async
Outputdifferent
RICE Scores, Ranked List, Assumption LogRFC document, Reviewer comments, Decision rationale, Follow-up ADR or ticketsICE Table, Top Idea List
Tagsno overlap
PrioritizationScoringRoadmapTradeoffs
ArchitectureDecisionAsyncGovernance
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