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| Criterion |  Agile Ideal Days |  Business Strategy Business Model Stress Test |  Facilitation Dot Estimation |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
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. | A Business Model Stress Test checks how well a business model holds up under pressure and headwinds. It compares strengths, risks, market logic, and courses of action. The result is captured as a stress-test report and action plan per scenario. | When size or effort can only be estimated roughly, Dot Estimation condenses the group's experience into a quick range. It turns individual contributions into a visible selection. The result is captured as an Effort Heatmap, Risk Signals, and Discussion Targets. | 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 | High | Low | High |
Timedifferent | 15-60 min | Half day | 5-20 min | Half day |
Participantsdifferent | 2-9 | 3-8 | 3-20 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Stress Test Report, Action Plan per Scenario | Effort Heatmap, Risk Signals, Discussion Targets | Value Chain Map, Lever List |
Tagsno overlap | EstimationEffortAgile | StrategyBusiness modelRiskDiagnosis | EstimationEffortRisk | StrategyBusiness modelDiagnosisAnalysis |