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| Criterion |  Agile Ideal Days |  Product Strategy Impact Mapping |  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 a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | 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 | Medium | High |
Timedifferent | 15-60 min | 45-90 min | Half day |
Participantsdifferent | 2-9 | 3-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Impact Map, Outcome Hypotheses, Delivery Options | Value Chain Map, Lever List |
Tagsno overlap | EstimationEffortAgile | OutcomesStrategyBehaviorPlanning | StrategyBusiness modelDiagnosisAnalysis |
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Methods with strong topical overlap with the current selection, not yet in the comparison.
