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| Criterion |  Decision Making Three-Point Estimation |  Product Strategy ICE Scoring |  Decision Making PERT Estimation |  Decision Making Risk Matrix |
|---|---|---|---|---|
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. | 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 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. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 10-30 min je Item | 30-60 min | 15-45 min | 30-60 min |
Participantsdifferent | 1-8 | 2-8 | 1-8 | 3-10 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Three-Point Estimate, Risk Range, Assumption Notes | ICE Table, Top Idea List | PERT Estimate, Expected Value, Risk Notes | Risk Matrix, Top Risk List |
Tagsno overlap | EstimationUncertaintyForecasting | PrioritizationScoringGrowthDecision | EstimationUncertaintyRisk | RiskDecisionPrioritizationAssessment |