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| Criterion |  Decision Making PERT Estimation |  Agile Affinity Estimation |  Business Strategy Value Chain Analysis |  Business Strategy VRIO Framework |
|---|---|---|---|---|
Purposedifferent | On complex initiatives, a plain average tends to understate just how uncertain the outcome really is. It separates options, evaluation criteria, and open risks. The result is captured as a PERT Estimate, Expected Value, and Risk Notes. | When many tasks need to be classified quickly, it sorts them by perceived effort and similarity. It reduces the effort of fine-grained estimation for large volumes. | 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 | Medium | High | Medium |
Timedifferent | 15-45 min | 30-90 min | Half day | 90-180 min |
Participantsdifferent | 1-8 | 3-12 | 3-8 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Affinity Size Map, Grouped Estimates, Unclear Items | Value Chain Map, Lever List | VRIO Table, Strategic Actions |
Tagsno overlap | EstimationUncertaintyRisk | EstimationBacklogRelative sizing | StrategyBusiness modelDiagnosisAnalysis | StrategyDiagnosisBusiness modelCapability |