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| Criterion |  Agile WSJF |  Engineering Kanban |  Product Strategy ICE Scoring |  Decision Making Decision Matrix |
|---|---|---|---|---|
Purposedifferent | When many tasks compete for the same capacity, it orders work by economic impact. It makes time lost, benefit, and effort comparable together. | 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 | High | Medium | Low | Medium |
Timedifferent | 45-90 min | Ongoing | 30-60 min | 45-90 min |
Participantsdifferent | 3-10 | 2-12 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Ranked Backlog, Cost-of-Delay Assumptions | Kanban board, WIP policies, Flow metrics | ICE Table, Top Idea List | Decision Matrix, Scoring Rationale, Selected Option |
Tagsno overlap | LeanEconomicsSequencePrioritization | FlowVisual managementDelivery | PrioritizationScoringGrowthDecision | DecisionCriteriaScoringTradeoffs |