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| Criterion |  Agile NoEstimates |  Decision Making Risk Matrix |  Business Strategy Value Chain Analysis |  Business Strategy VRIO Framework |
|---|---|---|---|---|
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. | When a project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. | 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 | Medium | Low | High | Medium |
Timedifferent | laufend | 30-60 min | Half day | 90-180 min |
Participantsdifferent | 2-12 | 3-10 | 3-8 | 3-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Throughput Data, Flow Forecast, Slicing Rules | Risk Matrix, Top Risk List | Value Chain Map, Lever List | VRIO Table, Strategic Actions |
Tagsno overlap | EstimationForecastingFlow | RiskDecisionPrioritizationAssessment | StrategyBusiness modelDiagnosisAnalysis | StrategyDiagnosisBusiness modelCapability |