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| Criterion |  Business Strategy GAP Analysis |  Agile ROAM Board |  Decision Making Force Field Analysis |  Decision Making Pre-Mortem |
|---|---|---|---|---|
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 needs to move between different states or columns, it makes that movement and its handoffs legible. It sorts work by value, risk, and delivery ability. The result is captured as a ROAM Board and an Owner List. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 1-3 h | 20-40 min initial, dann laufend | 45-90 min | 20–45 min |
Participantsdifferent | 2-8 | 3-15 | 3-12 | Small cross-functional group |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | ROAM Board, Owner List | Force Field Map, Change Levers, Risk Notes | Risk list, Mitigation plan, Assumption log |
Tagsno overlap | StrategyAnalysisPlanning | RiskAgileTrackingAlignment | ChangeDecisionStrategy | RiskDecisionFailurePlanning |