View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Agile Ideal Days |  Facilitation Alignment Mapping |  Business Strategy McKinsey 7S |  Facilitation 3-Circle Venn Diagram |
|---|---|---|---|---|
Purposedifferent | 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. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | McKinsey 7S checks whether Strategy, Structure, Systems, Shared Values, Skills, Style, and Staff fit together. Organizational misalignments become visible across multiple levers as a result. | When three perspectives matter at the same time, a Three-Circle Venn Diagram shows the overlaps and remainders precisely. It makes visible where shared effect arises and where only a partial perspective applies. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 15-60 min | 1-2 h | 2-4 h | 15-45 min |
Participantsdifferent | 2-9 | 4-12 | 3-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Alignment Map, Open Issues, Decision Questions | 7S Assessment, Alignment Gaps, Change Actions | Venn Diagram, Overlap Notes, Differentiators |
Tagsno overlap | EstimationEffortAgile | AlignmentStakeholdersStrategyFacilitation | OrganizationStrategyAlignmentChange | ComparisonFacilitationAlignment |