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| Criterion |  Decision Making Pre-Mortem |  Agile Affinity Estimation |  Business Strategy VRIO Framework |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
Purposedifferent | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | 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. | 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 | 20–45 min | 30-90 min | 90-180 min | Half day |
Participantsdifferent | Small cross-functional group | 3-12 | 3-6 | 3-8 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Affinity Size Map, Grouped Estimates, Unclear Items | VRIO Table, Strategic Actions | Value Chain Map, Lever List |
Tagsno overlap | RiskDecisionFailurePlanning | EstimationBacklogRelative sizing | StrategyDiagnosisBusiness modelCapability | StrategyBusiness modelDiagnosisAnalysis |