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| Criterion |  Decision Making Three-Point Estimation |  Product Strategy ICE Scoring |  Business Strategy Ansoff Matrix |  Operations ABC Analysis |
|---|---|---|---|---|
Purposedifferent | A single estimate for effort, time, or risk often looks too smooth for the real uncertainty behind it. It separates options, evaluation criteria, and open risks. The result is captured as a Three-Point Estimate, Risk Range, and Assumption Notes. | 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. | The Ansoff Matrix organizes growth options by market and product relation. It helps weigh expansion, diversification, and adaptation cleanly against each other. | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 10-30 min je Item | 30-60 min | 45-90 min | 30-60 min |
Participantsdifferent | 1-8 | 2-8 | 2-8 | 1-5 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Async |
Outputdifferent | Three-Point Estimate, Risk Range, Assumption Notes | ICE Table, Top Idea List | Ansoff Matrix, Growth Options, Risk Notes | ABC Classification, Focus Rules, Control List |
Tagsno overlap | EstimationUncertaintyForecasting | PrioritizationScoringGrowthDecision | GrowthStrategyMarketPortfolio | PrioritizationOperationsPortfolio |