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| Criterion |  Agile Example Mapping |  Decision Making Assumption Surfacing |  Business Strategy Value Chain Analysis |
|---|---|---|---|
Purposedifferent | When a story carries business rules and exceptions, it brings clarity before implementation. It makes examples, open questions, and boundaries visible enough that the logic becomes jointly sound. | 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. |
Complexitydifferent | Low | Low | High |
Timedifferent | 30-60 min | 45-90 min | Half day |
Participantsdifferent | 3-7 | 2-8 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop |
Outputdifferent | Example Map, Acceptance Criteria, Open Questions | Assumption List, Critical Assumptions, Learning Plan | Value Chain Map, Lever List |
Tagsno overlap | Behavior-Driven DevelopmentRequirementsExamplesRefinement | AssumptionsRiskDecisionDiscovery | StrategyBusiness modelDiagnosisAnalysis |
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