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| Criterion |  Agile Ideal Days |  Decision Making PERT Estimation |  Business Strategy VRIO Framework |  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. | On complex initiatives, a plain average tends to understate just how uncertain the outcome really is. It separates options, evaluation criteria, and open risks. The result is captured as a PERT Estimate, Expected Value, and Risk Notes. | 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. | 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 | Medium | High |
Timedifferent | 15-60 min | 15-45 min | 90-180 min | Half day |
Participantsdifferent | 2-9 | 1-8 | 3-6 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | PERT Estimate, Expected Value, Risk Notes | VRIO Table, Strategic Actions | Value Chain Map, Lever List |
Tagsno overlap | EstimationEffortAgile | EstimationUncertaintyRisk | StrategyDiagnosisBusiness modelCapability | StrategyBusiness modelDiagnosisAnalysis |