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| Criterion |  Agile Planning Poker |  Business Strategy VRIO Framework |  Agile Bucket System |  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. | 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. | 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. | 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 | 90-180 min | 30-90 min | Half day |
Participantsdifferent | 3-9 | 3-6 | 3-12 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Relative Estimates, Assumption Notes, Split Candidates | VRIO Table, Strategic Actions | Bucketed Backlog, Relative Estimates, Split Candidates | Value Chain Map, Lever List |
Tagsno overlap | EstimationAgileRelative sizingTeam | StrategyDiagnosisBusiness modelCapability | EstimationBacklogRelative sizing | StrategyBusiness modelDiagnosisAnalysis |