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| Criterion |  Decision Making Three-Point Estimation |  Engineering Kanban |  Product Strategy ICE Scoring |  Decision Making Decision 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 work sits in too many parallel streams, throughput suffers and no one sees the bottlenecks. Kanban makes the flow of work visible and limits overload so a system becomes calmer and more predictable. | 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 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. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 10-30 min je Item | Ongoing | 30-60 min | 45-90 min |
Participantsdifferent | 1-8 | 2-12 | 2-8 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Three-Point Estimate, Risk Range, Assumption Notes | Kanban board, WIP policies, Flow metrics | ICE Table, Top Idea List | Decision Matrix, Scoring Rationale, Selected Option |
Tagsno overlap | EstimationUncertaintyForecasting | FlowVisual managementDelivery | PrioritizationScoringGrowthDecision | DecisionCriteriaScoringTradeoffs |