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| Criterion |  Business Strategy GAP Analysis |  Engineering Kanban |  Delivery Monte Carlo Forecasting |  Agile NoEstimates |
|---|---|---|---|---|
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 work sits in too many parallel streams, throughput suffers and no one sees the bottlenecks. Kanban makes the flow of work visible and limits overload so a system becomes calmer and more predictable. | Helps clarify scope, sequence, and delivery flow in concrete terms. It makes work, boundaries, and order steerable. The result is captured as Forecast Percentiles, Throughput Dataset, and Risk Communication. | When estimating slows a team down more than it helps, it shifts the focus to flow, small slices, and real lead time. It sorts work by value, risk, and delivery ability. The result is captured as Throughput Data, Flow Forecast, and Slicing Rules. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | 1-3 h | Ongoing | 30-90 min Setup, danach laufend | laufend |
Participantsdifferent | 2-8 | 2-12 | 1-8 | 2-12 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Kanban board, WIP policies, Flow metrics | Forecast Percentiles, Throughput Dataset, Risk Communication | Throughput Data, Flow Forecast, Slicing Rules |
Tagsno overlap | StrategyAnalysisPlanning | FlowVisual managementDelivery | ForecastingFlowDelivery | EstimationForecastingFlow |