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| Criterion |  Business Strategy GAP Analysis |  Decision Making Three-Point Estimation |  Decision Making Constraint Analysis |  Business Strategy Scenario Planning |
|---|---|---|---|---|
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. | A single estimate for effort, time, or risk often looks too smooth for the real uncertainty behind it. It separates options, evaluation criteria, and open risks. The result is captured as a Three-Point Estimate, Risk Range, and Assumption Notes. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | Scenario Planning opens the view to several plausible futures instead of a single forecast. The method protects strategies from depending on too narrow an expected path. |
Complexitydifferent | Medium | Medium | Low | High |
Timedifferent | 1-3 h | 10-30 min je Item | 30-90 min | 0.5-2 Tage |
Participantsdifferent | 2-8 | 1-8 | 2-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Three-Point Estimate, Risk Range, Assumption Notes | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Scenario Set, Strategic Implications, Robust Options |
Tagsno overlap | StrategyAnalysisPlanning | EstimationUncertaintyForecasting | ConstraintsDecisionPlanningOptions | StrategyUncertaintyPlanning |