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| Criterion |  Decision Making Three-Point Estimation |  Product Strategy RICE Scoring |  Decision Making PERT Estimation |  Product Strategy ICE Scoring |
|---|---|---|---|---|
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 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. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 10-30 min je Item | 60-90 min | 15-45 min | 30-60 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 | ICE Table, Top Idea List |
Tagsno overlap | EstimationUncertaintyForecasting | PrioritizationScoringRoadmapTradeoffs | EstimationUncertaintyRisk | PrioritizationScoringGrowthDecision |