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| Criterion |  Business Strategy GAP Analysis |  Agile Ideal Days |  Operations Getting Things Done |  Facilitation Dot Estimation |
|---|---|---|---|---|
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 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. | When size or effort can only be estimated roughly, Dot Estimation condenses the group's experience into a quick range. It turns individual contributions into a visible selection. The result is captured as an Effort Heatmap, Risk Signals, and Discussion Targets. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 1-3 h | 15-60 min | 1-2 h Setup, laufend | 5-20 min |
Participantsdifferent | 2-8 | 2-9 | 1 | 3-20 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Action Lists, Project List, Review Routine | Effort Heatmap, Risk Signals, Discussion Targets |
Tagsno overlap | StrategyAnalysisPlanning | EstimationEffortAgile | ProductivityPlanningTasksExecution | EstimationEffortRisk |