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Selected:GAP AnalysisGetting Things DoneARID (Active Reviews for Intermediate Designs)Balanced Scorecard
| Criterion |  Business Strategy GAP Analysis |  Operations Getting Things Done |  Architecture ARID (Active Reviews for Intermediate Designs) |  Business Strategy Balanced Scorecard |
|---|---|---|---|---|
Purposedifferent | 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. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. | ARID examines how well developers can work with a technical design. It focuses on a part of the system that can still be revised, between the architecture overview and the detailed specification. | Balanced Scorecard translates strategy into a few interconnected perspectives and metrics. It holds impact, steering, and learning together in daily work instead of narrowing strategy down to financial figures. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | 1-3 h | 1-2 h Setup, laufend | 2–4 h review as a planning range; preparation and evaluation additional | Halber Tag bis mehrere Wochen |
Participantsdifferent | 2-8 | 1 | Designers, developers as users, and facilitation | 4-12 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop + async |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Action Lists, Project List, Review Routine | Prioritized development tasks, Jointly produced code or pseudocode, Observed difficulties and open design questions, Proposed design revisions | Balanced Scorecard, Strategic Measures, Initiative Map |
Tagsno overlap | StrategyAnalysisPlanning | ProductivityPlanningTasksExecution | ArchitectureEngineeringFeedbackValidationTasks | StrategyMetricsExecution |