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| Criterion |  Agile Ideal Days |  Decision Making Delphi Method |  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. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | 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 | High |
Timedifferent | 15-60 min | 1-4 Wochen | Half day |
Participantsdifferent | 2-9 | 6-30 Experten | 3-8 |
Formatdifferent | Workshop + async | Async | Workshop |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Expert Forecast, Consensus Range, Assumption Notes | Value Chain Map, Lever List |
Tagsno overlap | EstimationEffortAgile | ForecastingExpertsDecisionStrategy | StrategyBusiness modelDiagnosisAnalysis |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
