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| Criterion |  Decision Making PERT Estimation |  Business Strategy Business Model Stress Test |  Agile Ideal Days |  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. | 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. | 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. | 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 | High | Low | Medium |
Timedifferent | 15-45 min | Half day | 15-60 min | 90-180 min |
Participantsdifferent | 1-8 | 3-8 | 2-9 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | Stress Test Report, Action Plan per Scenario | Ideal Day Estimates, Assumption Notes, Capacity Caveats | VRIO Table, Strategic Actions |
Tagsno overlap | EstimationUncertaintyRisk | StrategyBusiness modelRiskDiagnosis | EstimationEffortAgile | StrategyDiagnosisBusiness modelCapability |