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| Criterion |  Business Strategy GAP Analysis |  Agile Ideal Days |  Operations ALPEN Method |  Product Strategy Impact Mapping |
|---|---|---|---|---|
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. | When effort needs to be thought of as real working time, it offers a simple common denominator for comparison. It sorts work by value, risk, and delivery ability. The result is captured as Ideal Day Estimates, Assumption Notes, and Capacity Caveats. | With an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 1-3 h | 15-60 min | 10-20 min daily | 45-90 min |
Participantsdifferent | 2-8 | 2-9 | 1 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Daily Plan, Time Estimates, Review Notes | Impact Map, Outcome Hypotheses, Delivery Options |
Tagsno overlap | StrategyAnalysisPlanning | EstimationEffortAgile | PlanningTime managementProductivityOperations | OutcomesStrategyBehaviorPlanning |