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| Criterion |  Agile Ideal Days |  Agile Planning Poker |  Business Strategy Business Model Stress Test |  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 estimates within the team diverge too much, it puts differing expectations on a common test bench. It separates rough complexity from unspoken assumptions. | 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. | 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 | Low | High | High |
Timedifferent | 15-60 min | 2-5 min je Item | Half day | Half day |
Participantsdifferent | 2-9 | 3-9 | 3-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Relative Estimates, Assumption Notes, Split Candidates | Stress Test Report, Action Plan per Scenario | Value Chain Map, Lever List |
Tagsno overlap | EstimationEffortAgile | EstimationAgileRelative sizingTeam | StrategyBusiness modelRiskDiagnosis | StrategyBusiness modelDiagnosisAnalysis |