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| Criterion |  Decision Making PERT Estimation |  Business Strategy VRIO Framework |  Business Strategy Ansoff Matrix |  Facilitation Dot Estimation |
|---|---|---|---|---|
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. | 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. | The Ansoff Matrix organizes growth options by market and product relation. It helps weigh expansion, diversification, and adaptation cleanly against each other. | When size or effort can only be estimated roughly, Dot Estimation condenses the group's experience into a quick range. It turns individual contributions into a visible selection. The result is captured as an Effort Heatmap, Risk Signals, and Discussion Targets. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 15-45 min | 90-180 min | 45-90 min | 5-20 min |
Participantsdifferent | 1-8 | 3-6 | 2-8 | 3-20 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | VRIO Table, Strategic Actions | Ansoff Matrix, Growth Options, Risk Notes | Effort Heatmap, Risk Signals, Discussion Targets |
Tagsno overlap | EstimationUncertaintyRisk | StrategyDiagnosisBusiness modelCapability | GrowthStrategyMarketPortfolio | EstimationEffortRisk |