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| Criterion |  Business Strategy GAP Analysis |  Agile Ideal Days |  Product Strategy Impact Mapping |  Agile Planning Poker |
|---|---|---|---|---|
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. | 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. | When estimates within the team diverge too much, it puts differing expectations on a common test bench. It separates rough complexity from unspoken assumptions. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 1-3 h | 15-60 min | 45-90 min | 2-5 min je Item |
Participantsdifferent | 2-8 | 2-9 | 3-8 | 3-9 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Impact Map, Outcome Hypotheses, Delivery Options | Relative Estimates, Assumption Notes, Split Candidates |
Tagsno overlap | StrategyAnalysisPlanning | EstimationEffortAgile | OutcomesStrategyBehaviorPlanning | EstimationAgileRelative sizingTeam |