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| Criterion |  Decision Making Three-Point Estimation |  Business Strategy Value Chain Analysis |  Business Strategy VRIO Framework |  Decision Making Delphi Method |
|---|---|---|---|---|
Purposedifferent | A single estimate for effort, time, or risk often looks too smooth for the real uncertainty behind it. It separates options, evaluation criteria, and open risks. The result is captured as a Three-Point Estimate, Risk Range, and Assumption Notes. | 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. | 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 knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. |
Complexitydifferent | Medium | High | Medium | High |
Timedifferent | 10-30 min je Item | Half day | 90-180 min | 1-4 Wochen |
Participantsdifferent | 1-8 | 3-8 | 3-6 | 6-30 Experten |
Formatdifferent | Workshop + async | Workshop | Workshop | Async |
Outputdifferent | Three-Point Estimate, Risk Range, Assumption Notes | Value Chain Map, Lever List | VRIO Table, Strategic Actions | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | EstimationUncertaintyForecasting | StrategyBusiness modelDiagnosisAnalysis | StrategyDiagnosisBusiness modelCapability | ForecastingExpertsDecisionStrategy |