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| Criterion |  Agile NoEstimates |  Decision Making Assumption Surfacing |  Business Strategy Business Model Stress Test |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
Purposedifferent | 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. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | 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 | Medium | Low | High | High |
Timedifferent | laufend | 45-90 min | Half day | Half day |
Participantsdifferent | 2-12 | 2-8 | 3-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Throughput Data, Flow Forecast, Slicing Rules | Assumption List, Critical Assumptions, Learning Plan | Stress Test Report, Action Plan per Scenario | Value Chain Map, Lever List |
Tagsno overlap | EstimationForecastingFlow | AssumptionsRiskDecisionDiscovery | StrategyBusiness modelRiskDiagnosis | StrategyBusiness modelDiagnosisAnalysis |