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| Criterion |  Business Strategy Value Chain Analysis |  Agile Ideal Days |  Agile Bucket System |  Business Strategy VRIO Framework |
|---|---|---|---|---|
Purposedifferent | 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. | When effort needs to be thought of as real working time, it offers a simple common denominator for comparison. It sorts work by value, risk, and delivery ability. The result is captured as Ideal Day Estimates, Assumption Notes, and Capacity Caveats. | 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. |
Complexitydifferent | High | Low | Medium | Medium |
Timedifferent | Half day | 15-60 min | 30-90 min | 90-180 min |
Participantsdifferent | 3-8 | 2-9 | 3-12 | 3-6 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Value Chain Map, Lever List | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Bucketed Backlog, Relative Estimates, Split Candidates | VRIO Table, Strategic Actions |
Tagsno overlap | StrategyBusiness modelDiagnosisAnalysis | EstimationEffortAgile | EstimationBacklogRelative sizing | StrategyDiagnosisBusiness modelCapability |