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| Criterion |  Business Strategy GAP Analysis |  Engineering Kanban |  Agile NoEstimates |  Decision Making Delphi Method |
|---|---|---|---|---|
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. | 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. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | 1-3 h | Ongoing | laufend | 1-4 Wochen |
Participantsdifferent | 2-8 | 2-12 | 2-12 | 6-30 Experten |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Async |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Kanban board, WIP policies, Flow metrics | Throughput Data, Flow Forecast, Slicing Rules | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | StrategyAnalysisPlanning | FlowVisual managementDelivery | EstimationForecastingFlow | ForecastingExpertsDecisionStrategy |