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| Criterion |  Agile Planning Poker |  Agile Bucket System |  Business Strategy VRIO Framework |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
Purposedifferent | When estimates within the team diverge too much, it puts differing expectations on a common test bench. It separates rough complexity from unspoken assumptions. | When a large batch of work needs a fast, rough estimate, it sorts items into predefined size buckets. It sorts work by value, risk, and delivery ability. The result is captured as a Bucketed Backlog, Relative Estimates, and Split Candidates. | 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. | 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 | Low | Medium | Medium | High |
Timedifferent | 2-5 min je Item | 30-90 min | 90-180 min | Half day |
Participantsdifferent | 3-9 | 3-12 | 3-6 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Relative Estimates, Assumption Notes, Split Candidates | Bucketed Backlog, Relative Estimates, Split Candidates | VRIO Table, Strategic Actions | Value Chain Map, Lever List |
Tagsno overlap | EstimationAgileRelative sizingTeam | EstimationBacklogRelative sizing | StrategyDiagnosisBusiness modelCapability | StrategyBusiness modelDiagnosisAnalysis |