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| Criterion |  Business Strategy GAP Analysis |  Agile NoEstimates |  Decision Making Decision Tree |  Product Strategy DIBB |
|---|---|---|---|---|
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 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. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 1-3 h | laufend | 30-90 min | 1-2 h |
Participantsdifferent | 2-8 | 2-12 | 1-6 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Throughput Data, Flow Forecast, Slicing Rules | Decision Tree, Option Map, Assumption List | DIBB document, Belief list, Bet list, Learning report |
Tagsno overlap | StrategyAnalysisPlanning | EstimationForecastingFlow | DecisionTreeOptions | StrategyDecisionAssumptionsHypothesis |