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| Criterion |  Agile Ideal Days |  Business Strategy Value Chain Analysis |  Decision Making Wideband Delphi |  Decision Making Delphi Method |
|---|---|---|---|---|
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. | 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. | A single opinion rarely holds up for planning when the future is genuinely uncertain. It separates options, evaluation criteria, and open risks. The result is captured as an Estimate Range, Assumption Log, and Expert Consensus Notes. | 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. |
Complexitydifferent | Low | High | High | High |
Timedifferent | 15-60 min | Half day | 1-4 h or multiple rounds | 1-4 Wochen |
Participantsdifferent | 2-9 | 3-8 | 4-12 Experten | 6-30 Experten |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Async |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Value Chain Map, Lever List | Estimate Range, Assumption Log, Expert Consensus Notes | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | EstimationEffortAgile | StrategyBusiness modelDiagnosisAnalysis | EstimationExpertsForecasting | ForecastingExpertsDecisionStrategy |