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| Criterion |  Decision Making Three-Point Estimation |  Product Strategy RICE Scoring |  Decision Making PERT Estimation |  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 many initiatives compete for the same resources, it brings reach, impact, confidence, and effort into one shared ranking. It makes prioritization economically connectable. | 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 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 10-30 min je Item | 60-90 min | 15-45 min | 45-90 min |
Participantsdifferent | 1-8 | 2-10 | 1-8 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Three-Point Estimate, Risk Range, Assumption Notes | RICE Scores, Ranked List, Assumption Log | PERT Estimate, Expected Value, Risk Notes | Decision Matrix, Scoring Rationale, Selected Option |
Tagsno overlap | EstimationUncertaintyForecasting | PrioritizationScoringRoadmapTradeoffs | EstimationUncertaintyRisk | DecisionCriteriaScoringTradeoffs |