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| Criterion |  Business Strategy VRIO Framework |  Agile Affinity Estimation |  Agile Planning Poker |  Business Strategy Value Chain Analysis |
|---|---|---|---|---|
Purposedifferent | 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 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. | When estimates within the team diverge too much, it puts differing expectations on a common test bench. It separates rough complexity from unspoken assumptions. | 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 | Medium | Medium | Low | High |
Timedifferent | 90-180 min | 30-90 min | 2-5 min je Item | Half day |
Participantsdifferent | 3-6 | 3-12 | 3-9 | 3-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | VRIO Table, Strategic Actions | Affinity Size Map, Grouped Estimates, Unclear Items | Relative Estimates, Assumption Notes, Split Candidates | Value Chain Map, Lever List |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | EstimationBacklogRelative sizing | EstimationAgileRelative sizingTeam | StrategyBusiness modelDiagnosisAnalysis |