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| Criterion |  Decision Making Assumption Surfacing |  Business Strategy Value Chain Analysis |  Agile Bucket System |  Agile Affinity Estimation |
|---|---|---|---|---|
Purposedifferent | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. | When a large batch of work needs a fast, rough estimate, it sorts items into predefined size buckets. It sorts work by value, risk, and delivery ability. The result is captured as a Bucketed Backlog, Relative Estimates, and Split Candidates. | When many tasks need to be classified quickly, it sorts them by perceived effort and similarity. It reduces the effort of fine-grained estimation for large volumes. |
Complexitydifferent | Low | High | Medium | Medium |
Timedifferent | 45-90 min | Half day | 30-90 min | 30-90 min |
Participantsdifferent | 2-8 | 3-8 | 3-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Assumption List, Critical Assumptions, Learning Plan | Value Chain Map, Lever List | Bucketed Backlog, Relative Estimates, Split Candidates | Affinity Size Map, Grouped Estimates, Unclear Items |
Tagsno overlap | AssumptionsRiskDecisionDiscovery | StrategyBusiness modelDiagnosisAnalysis | EstimationBacklogRelative sizing | EstimationBacklogRelative sizing |