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| Criterion |  Agile Ideal Days |  Business Strategy Ansoff Matrix |  Decision Making PERT Estimation |  Business Strategy PESTLE Analysis |
|---|---|---|---|---|
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. | The Ansoff Matrix organizes growth options by market and product relation. It helps weigh expansion, diversification, and adaptation cleanly against each other. | On complex initiatives, a plain average tends to understate just how uncertain the outcome really is. It separates options, evaluation criteria, and open risks. The result is captured as a PERT Estimate, Expected Value, and Risk Notes. | PESTLE Analysis makes political, economic, social, technological, legal, and environmental influences visible. The environment of an initiative is thereby read systematically instead of through isolated trends. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | 15-60 min | 45-90 min | 15-45 min | 1-3 h |
Participantsdifferent | 2-9 | 2-8 | 1-8 | 2-10 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Ansoff Matrix, Growth Options, Risk Notes | PERT Estimate, Expected Value, Risk Notes | PESTLE Map, External Risks, Strategic Questions |
Tagsno overlap | EstimationEffortAgile | GrowthStrategyMarketPortfolio | EstimationUncertaintyRisk | StrategyMarketAnalysis |