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| Criterion |  Business Strategy VRIO Framework |  Agile Planning Poker |  Business Strategy Value Chain Analysis |  Agile Bucket System |
|---|---|---|---|---|
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 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. | 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. |
Complexitydifferent | Medium | Low | High | Medium |
Timedifferent | 90-180 min | 2-5 min je Item | Half day | 30-90 min |
Participantsdifferent | 3-6 | 3-9 | 3-8 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | VRIO Table, Strategic Actions | Relative Estimates, Assumption Notes, Split Candidates | Value Chain Map, Lever List | Bucketed Backlog, Relative Estimates, Split Candidates |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | EstimationAgileRelative sizingTeam | StrategyBusiness modelDiagnosisAnalysis | EstimationBacklogRelative sizing |