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| Criterion |  Agile Ideal Days |  Agile Affinity Estimation |  Business Strategy VRIO Framework |  Agile Planning Poker |
|---|---|---|---|---|
Purposedifferent | When effort needs to be thought of as real working time, it offers a simple common denominator for comparison. It sorts work by value, risk, and delivery ability. The result is captured as Ideal Day Estimates, Assumption Notes, and Capacity Caveats. | 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. | The VRIO Framework rates resources and capabilities on whether they are Valuable, Rare, Inimitable, and Organized. It compares strengths, risks, market logic, and courses of action. The result is captured as a VRIO table and strategic actions. | When estimates within the team diverge too much, it puts differing expectations on a common test bench. It separates rough complexity from unspoken assumptions. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 15-60 min | 30-90 min | 90-180 min | 2-5 min je Item |
Participantsdifferent | 2-9 | 3-12 | 3-6 | 3-9 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Affinity Size Map, Grouped Estimates, Unclear Items | VRIO Table, Strategic Actions | Relative Estimates, Assumption Notes, Split Candidates |
Tagsno overlap | EstimationEffortAgile | EstimationBacklogRelative sizing | StrategyDiagnosisBusiness modelCapability | EstimationAgileRelative sizingTeam |