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| Criterion |  Delivery Monte Carlo Forecasting |  Business Strategy Value Chain Analysis |  Agile NoEstimates |  Business Strategy VRIO Framework |
|---|---|---|---|---|
Purposedifferent | Helps clarify scope, sequence, and delivery flow in concrete terms. It makes work, boundaries, and order steerable. The result is captured as Forecast Percentiles, Throughput Dataset, and Risk Communication. | 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. | When estimating slows a team down more than it helps, it shifts the focus to flow, small slices, and real lead time. It sorts work by value, risk, and delivery ability. The result is captured as Throughput Data, Flow Forecast, and Slicing Rules. | 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 | High | High | Medium | Medium |
Timedifferent | 30-90 min Setup, danach laufend | Half day | laufend | 90-180 min |
Participantsdifferent | 1-8 | 3-8 | 2-12 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Forecast Percentiles, Throughput Dataset, Risk Communication | Value Chain Map, Lever List | Throughput Data, Flow Forecast, Slicing Rules | VRIO Table, Strategic Actions |
Tagsno overlap | ForecastingFlowDelivery | StrategyBusiness modelDiagnosisAnalysis | EstimationForecastingFlow | StrategyDiagnosisBusiness modelCapability |