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| Criterion |  Business Strategy VRIO Framework |  Decision Making Three-Point Estimation |  Decision Making PERT Estimation |  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. | 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. | On complex initiatives, a plain average tends to understate just how uncertain the outcome really is. It separates options, evaluation criteria, and open risks. The result is captured as a PERT Estimate, Expected Value, and Risk 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. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | 90-180 min | 10-30 min je Item | 15-45 min | Half day |
Participantsdifferent | 3-6 | 1-8 | 1-8 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | VRIO Table, Strategic Actions | Three-Point Estimate, Risk Range, Assumption Notes | PERT Estimate, Expected Value, Risk Notes | Value Chain Map, Lever List |
Tagsno overlap | StrategyDiagnosisBusiness modelCapability | EstimationUncertaintyForecasting | EstimationUncertaintyRisk | StrategyBusiness modelDiagnosisAnalysis |