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| Criterion |  Business Strategy GAP Analysis |  Agile NoEstimates |  Facilitation Stakeholder Salience Model |
|---|---|---|---|
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. | When stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. |
Complexitysame | Medium | Medium | Medium |
Timedifferent | 1-3 h | laufend | 60-90 min |
Participantsdifferent | 2-8 | 2-12 | 3-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Throughput Data, Flow Forecast, Slicing Rules | Salience Diagram, Strategy per Class |
Tagsno overlap | StrategyAnalysisPlanning | EstimationForecastingFlow | StakeholdersFacilitationAlignmentGovernance |
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