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| Criterion |  Decision Making Risk Matrix |  Product Strategy ICE Scoring |  Agile Ideal Days |  Facilitation Dot Estimation |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | When effort needs to be thought of as real working time, it offers a simple common denominator for comparison. It sorts work by value, risk, and delivery ability. The result is captured as Ideal Day Estimates, Assumption Notes, and Capacity Caveats. | When size or effort can only be estimated roughly, Dot Estimation condenses the group's experience into a quick range. It turns individual contributions into a visible selection. The result is captured as an Effort Heatmap, Risk Signals, and Discussion Targets. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 30-60 min | 30-60 min | 15-60 min | 5-20 min |
Participantsdifferent | 3-10 | 2-8 | 2-9 | 3-20 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Risk Matrix, Top Risk List | ICE Table, Top Idea List | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Effort Heatmap, Risk Signals, Discussion Targets |
Tagsno overlap | RiskDecisionPrioritizationAssessment | PrioritizationScoringGrowthDecision | EstimationEffortAgile | EstimationEffortRisk |