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| Criterion |  Operations DMAIC |  Business Strategy GAP Analysis |  Facilitation Power Interest Grid |  Facilitation 3-Circle Venn Diagram |
|---|---|---|---|---|
Purposedifferent | For a process problem with fluctuating performance, the method brings analysis and improvement into a disciplined sequence. It creates a framework in which numbers, causes, and control come together. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. | When three perspectives matter at the same time, a Three-Circle Venn Diagram shows the overlaps and remainders precisely. It makes visible where shared effect arises and where only a partial perspective applies. |
Complexitydifferent | High | Medium | Low | Low |
Timedifferent | 2-12 Wochen | 1-3 h | 30-60 min | 15-45 min |
Participantsdifferent | 3-10 | 2-8 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Project Charter, Measurement Plan, Cause Analysis, Control Plan | Gap Matrix, Action Plan, Risk Notes | Power Interest Grid, Strategy per Stakeholder | Venn Diagram, Overlap Notes, Differentiators |
Tagsno overlap | Continuous improvementQualityProcess improvement | StrategyAnalysisPlanning | StakeholdersFacilitationAlignmentPlanning | ComparisonFacilitationAlignment |