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| Criterion |  Agile Ideal Days |  Agile Planning Poker |  Business Strategy Value Chain Analysis |  Business Strategy VRIO Framework |
|---|---|---|---|---|
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. | 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. | 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. |
Complexitydifferent | Low | Low | High | Medium |
Timedifferent | 15-60 min | 2-5 min je Item | Half day | 90-180 min |
Participantsdifferent | 2-9 | 3-9 | 3-8 | 3-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Relative Estimates, Assumption Notes, Split Candidates | Value Chain Map, Lever List | VRIO Table, Strategic Actions |
Tagsno overlap | EstimationEffortAgile | EstimationAgileRelative sizingTeam | StrategyBusiness modelDiagnosisAnalysis | StrategyDiagnosisBusiness modelCapability |