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| Criterion |  Business Strategy GAP Analysis |  Agile Planning Poker |  Agile Affinity Estimation |  Agile Ideal Days |
|---|---|---|---|---|
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 estimates within the team diverge too much, it puts differing expectations on a common test bench. It separates rough complexity from unspoken assumptions. | When many tasks need to be classified quickly, it sorts them by perceived effort and similarity. It reduces the effort of fine-grained estimation for large volumes. | 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. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 1-3 h | 2-5 min je Item | 30-90 min | 15-60 min |
Participantsdifferent | 2-8 | 3-9 | 3-12 | 2-9 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Relative Estimates, Assumption Notes, Split Candidates | Affinity Size Map, Grouped Estimates, Unclear Items | Ideal Day Estimates, Assumption Notes, Capacity Caveats |
Tagsno overlap | StrategyAnalysisPlanning | EstimationAgileRelative sizingTeam | EstimationBacklogRelative sizing | EstimationEffortAgile |